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Strategic Plan
FY 2009-2014
August 2009
1
TABLE OF CONTENTS
1. FOREWORD BY THE MINISTER ..................................................................................................................................................................................... 3
2. STATEMENT BY THE DEPUTY MINISTER................................................................................................................................................................... 7
3. INTRODUCTION BY THE ACTING DIRECTOR-GENERAL ...................................................................................................................................... 8
4. TERMINOLOGY USED IN THIS STRATEGIC PLAN ................................................................................................................................................. 11
5. ORGANISATIONAL STRUCTURE OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS...................................................... 13
6. OUR MANDATE ................................................................................................................................................................................................................. 14
7. VISION STATEMENT ....................................................................................................................................................................................................... 15
8. MISSION STATEMENT .................................................................................................................................................................................................... 15
9. OUR VALUES ...................................................................................................................................................................................................................... 15
10. OUR STAKEHOLDERS ..................................................................................................................................................................................................... 16
11. LEGISLATION INFORMING AND AFFECTING THE MANDATE OF THE DEPARTMENT.............................................................................. 17
12. STRATEGIC CONTEXT ................................................................................................................................................................................................... 18
13. PROGRESS IN RESPECT OF KEY FOCUS AREAS OF THE STRATEGIC PLAN (2007-12) UP TO DATE ........................................................ 21
14. WHAT LESSONS HAVE WE LEARNT FROM THE PAST? ........................................................................................................................................ 32
15. STRATEGIC PRIORITIES: 2009-2014 ............................................................................................................................................................................ 33
16. IMPLEMENTATION OF THE STRATEGIES................................................................................................................................................................ 34
17. ALLOCATION OF FINANCIAL RESOURCES AND FUTURE GROWTH ............................................................................................................... 69
18. EXPENDITURE TRENDS FOR 2009/10 TO 2011/12 ...................................................................................................................................................... 70
19. CONCLUSION .................................................................................................................................................................................................................... 71
20. ACRONYMS AND ABBREVIATIONS ............................................................................................................................................................................ 72
21. CONTACT DETAILS ......................................................................................................................................................................................................... 74
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1. FOREWORD BY THE MINISTER
This Strategic Plan for the Department of Cooperative Governance and The government must be rooted in the people on the ground and
Traditional Affairs (CGTA) is a product of a Departmental Bosberaad, continue to remain relevant to its citizenry. However, this requires all
which was held in May 2009. This plan outlines the strategic initiatives spheres of government to operate in UNISEN for the benefit of all
and commitments by the Department to protect, guide and direct the people of South Africa, regardless of colour, creed, ethnicity and/or
expanded and unique political mandate of the department over the otherwise. There is only one country, a unitary, Constitutional state
next five years. It is a blueprint that defines our strategic path in accountable to the people. The package of services delivered to our
pursuit of a developmental agenda of the fourth administration. people must therefore not discriminate against any citizen of this
country because of his or her geographic location. The services must
In this country, we are still living in a divided society characterised by reach all corners of South Africa, even those who live in farms.
the poor, marginalized and rural, on one hand, and the affluent, rich
and urban population on the other hand. This state of affairs is
somewhat discomforting and reminds us of the mammoth task ahead CGTA remains central in the fight against the scourge of abject poverty
for the bridging the divide. “we need to create conditions for everyone and underdevelopment in our communities. “Our desire is to ensure
to realise his or her potential in life and make this country better to live that governance systems are streamlined and utilised as a vehicle to
in. The development opportunities must be harnessed and made change people‟s lives. How government does its work? How it
available to all, with a deliberate bias towards the remote, rural and engages its people? And how it accounts for work done or not done,
forgotten.” remains critical in deepening and consolidating our democracy. As
government departments or entities we exist to serve; not the vice
versa.
The 2009 electoral mandate from the majority of our people
presupposes a new approach to the societal challenges facing the
country today. It calls for a responsive, effective and efficient state This task requires the cooperation of all spheres of government. We
machinery to the needs of the poor. It is therefore, within this context need to create a platform that encourages co-ordination and
that the strategic thrust of CGTA is repositioned and recontextualised. elimination of duplication. Synergies have to be leveraged for
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improved efficiency. Corruption and underperformance have to be part ensure a top-down cascaded implementation of national, provincial
of our history; those serving ought to jealously guard the interests of and local government priorities.
the communities. CGTA intends distinguishing itself by deploying
employees who have passion to serve and whose interests remain The implementation of government programmes in many areas
indebted to those of the communities they serve. continues to be fragmented, disjointed and uncoordinated. This is due
to the fact that government has been working in silos and our people
have been suffering the effects of this silo approach.
Main Challenges of Cooperative Governance over the Next 5
Years
This problem of uncoordinated implementation has also come sharply
CGTA will need to build on the gains that have been made in the last to the fore in the various Izimbizo this government has undertaken in
15 years and simultaneously attend vigorously to departmental the past, where national and provincial government and state entities
weaknesses and deficiencies. implement their programmes in local areas without the knowledge and
input of municipalities.
Fighting poverty, creating decent work and improving the lives of our
people will be at the centre of the Department‟s collective actions. In the area of oversight, greater attention will need to be given to the
implementation of the Inter-Governmental Relations Framework Act
CGTA will need to address the misaligned planning that exists and also sharpening our existing tools and instruments to ensure
between national, provincial and local government. The Integrated greater compliance and better performance. In order to ensure that the
Development Plans (IDPs) and Local Economic Development intergovernmental relations system is not dependent on voluntarism
Strategies of municipalities must reflect the priorities of the entire and good will.
public sector, including those of public entities as well as those of
business and CBO‟s. The core challenge over the next 5 years will be to create a single
The department is aware that this planning misalignment is a window of coordination for local government and to significantly
fundamental challenge. Going forward, the Department will work very strengthen the monitoring and oversight regime for municipalities.
closely with the National Planning Commission as the premier partner
in improving the alignment of our planning across all spheres and CGTA‟s observations of uncoordinated planning, implementation and
oversight across the three spheres apply equally to local and provincial
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government. Over the next 5 years, provincial government must Mandate and Approach to Cooperative Governance
receive dedicated attention as a sphere of government. This will entail
providing greater support and considering more coherent legislation The birth of the Department of Cooperative Governance and
and frameworks governing this sphere and addressing the issue of Traditional Affairs ushered a new era which represents an irreversible
sub-national powers and functions. shift to an expanded and more deliberate mandate on matters of co-
operative governance.
The institution of traditional leadership is central to our system of
governance in rural areas. However, there are key challenges of Over the next five years CGTA will stay focussed on government‟s 10
ensuring greater equity and standardisation on how this institution is priorities by forging and enabling better vertical and horizontal
treated across various provinces. Furthermore the work of the relationships between the three spheres of government and all sectors.
Commission on Traditional Leadership Disputes and Claims must be Beyond government, CGTA will find creative and innovative ways of
accelerated and resolved in the next 5 years. mobilising our communities, stakeholders and organs of civil society to
become development partners with government in matters of
CGTA will protect and promote indigenous knowledge management governance and service delivery.
systems; traditional healing and the practice of “floor X-rays”. This means CGTA will review all inter-governmental structures across
Traditional customs and ways of living must complement and re- government and strengthen Ward Committees and other participatory
enforce our modern systems of democracy. We need to protect our governance structures.
rich heritage as an African state” and ensure that our knowledge and
customs are transmitted to future generations. In this regard we will Over the next 5 years CGTA will be more determined in contributing to
have discussions with the Department of Education to ensure that building the developmental state in provincial and local government by
some of these matters are included in the school curriculum. In our making execution by these levels of government more effective,
view, rural voices have not been sufficiently heard and recognised. efficient and responsive.
CGTA will create space and opportunities for the institution of
traditional leadership and our traditional communities to become a A central feature of the South African developmental state must be to
vibrant and active part of this democracy. ensure seamless and integrated service delivery to our people. The
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President has announced that in the context of the global economic In summary, the Department as reflected in its new mandate, is
downturn, this government will rollout a R787 billion social and positioned to be the custodian (of our unitary developmental state
economic infrastructure programme. It is our view that the availability through its development facilitation, strategic coordination and
of resources has not been our central problem, but rather how we interventionist role, where necessary, as provided for in the applicable
managed our resources. Therefore we must ensure that these legislative frameworks. It is, therefore, within this context that CGTA
resources and their leverage are maximised and expended in a expects all spheres, sector departments and public entities to act
coherent manner. according to established rules and standards on service delivery and
good cooperative governance..
Strengthening our systems of accountability and building clean
government is another important pillar of cooperative governance. Conclusion
Public representatives and councillors in particular need to be more
accountable to communities and CGTA proposes new and improved
In line with the Manifesto of the ruling party, this government has
measures in this regard. In particular, CGTA will strengthen the
resolved to deepen its base and roots amongst the poor and working
capability of communities to exercise oversight over councillors,
class masses of this country. In doing so, deliberate interventions will
municipalities and all projects in their area of jurisdiction. In particular,
be deployed in all spheres of government in order to stay focused on
performance management systems (PMS) of municipalities and those
the common national agenda of creating decent jobs, fighting poverty,
of councillors and officials will all need to be aligned.
combating crime and corruption, improving the delivery of health and
education to all, and advancing rural development, agrarian reform and
Strengthening accountability and building clean government also
food security. CGTA will be a catalyst in ensuring that these initiatives
relates to how the spheres interact with each other politically and
are felt or become a reality in the local communities.
professionally.
Placing the institution of traditional leadership at the centre of rural
development will be a key objective during this term. This is integral to Mr. S Shiceka
our understanding of creating an interactive government that the
Minister for Cooperative Governance and Traditional Affairs
President referred to in his State of the Nation Address. This institution
must play a greater role in fighting poverty and promoting peace in
rural communities.
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efficient, effective, co-operative, cohesive and developmental. We will
2. STATEMENT BY THE DEPUTY MINISTER also monitor the implementation of existing and new legislation much
President Jacob Zuma announced a new configuration of National more rigorously.
Departments and new Ministerial appointments on 10 May 2009. In the
short time since, our Minister has already decisively shaped the role Building the Institution of Traditional Leadership, especially its
and priorities of the new Department of Cooperative Governance and developmental role, as part of our governance system, will be a key
Traditional Affairs, as is reflected in this Strategic Plan (2009-2014). focus. Traditional Leaders have a fundamental role to play in rural
development and we will work closely with the National House of
With a new, expanded mandate, our new Department will play a crucial Traditional Leaders to ensure that this role is fulfilled effectively.
role in building cooperative governance and l contributing l to the
success of Government over the next five years. The Department will We want to cooperate fully with the public, and we trust that this
also play a major role in rebuilding and consolidating trust amongst strategic plan will serve as a basis for significant cooperation. We
communities to actively work together with Government to overcome encourage people to engage with this plan and help improve it over
poverty and ensure quality service delivery. time. We want the public to vigorously hold us to account, but also
actively participate in the implementation of the plan. Governance is a
We recognise that we have to carry out our responsibilities with two-way street: the government must deliver but the people must also
considerable diligence and care. We want to build partnerships and be active in the delivery.
professional working relations with our fellow national departments,
provinces and municipalities to ensure cooperative governance and We are not just a Department with a new mandate, but with a new way
the necessary support, and, at the same, where appropriate, of doing things. We are going to provide activistic leadership. But we
accountability and compliance. We want to build partnerships with our also need an activistic public. We need, indeed, a mutually reinforcing
associated institutions, organs of state and civil society to direct relationship of activism. And together we can most certainly do more!
resources effectively into our communities.
We intend to decisively remedy problems that have plagued our
Mr Y Carrim
governance system. In particular, we will fine-tune the powers and
functions across government and introduce policy and legislation that Deputy Minister for Co-operative Governance and
Traditional Affairs
rationalises the system of Government to ensure that it is more
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Important Lessons from Past Practice
3. INTRODUCTION BY THE ACTING DIRECTOR-GENERAL
We have learnt a number of important lessons during the previous
As the Department of Cooperative Governance and Traditional terms of government. There have been significant victories and a
Affairs, we have entered into a very exciting term of government number of weaknesses that relate to inter-governmental
with clear national priorities spelt out for the country. These coordination, provincial and local spheres of government, the
priorities are centrally focused on improving the lives of all our institution of traditional leadership and our associated institutions.
people by working together with and getting support from key
partners, stakeholders, organizations and communities. The Some of the specific lessons include the realization that we still
Department is keen to play its role in executing this mandate. need to have more vigilance and have a sustained physical
presence in provinces and at the local level. We know that service
Expanded Mandate on Cooperative Governance delivery to the poor remains our greatest challenge. In this regard
we will strengthen our support, management and oversight
The new Department‟s expanded mandate will focus on improving capability of provincial and municipal service delivery. The capacity
and strengthening coordination across the three spheres of of Provincial Government needs to be strengthened and their role
government for faster delivery. Greater emphasis will be placed on and responsibilities clarified.
working with our partners, stakeholders and communities outside of
government. This is our understanding of cooperative governance. As we approach the 2011 elections, it is our view that local
government presently, in 2009, is in a state of distress. Too many
The metaphor of a choir has been used to describe our system of South Africans have little confidence in our municipalities. There
cooperative governance, where each of us will sing with our are poor accountability systems in local government and there are
distinctive yet complementary voices. Our mantra will be “Many high levels of fraud and corruption. Specific initiatives will be put in
voices, with one Message and Song”. place to address this poor state of our municipalities.
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The introduction of the Intergovernmental Relations Framework Act This Strategic Plan outlines the primary outcomes, main
in 2005 was a significant achievement and has resulted in deliverables, performance indicators and milestones for the next
demonstrable improvement in cooperative governance. For five years.
example all of the institutions of the Act have been established and
are operational with varying degrees of effectiveness. A key priority
over the next 5 years will therefore be to refine and improve the
Style of Work Going Forward
integrated national regulation, support and oversight of provincial
and local government.
As a Department we will adopt a new style of work to implement
our mandate and this Strategic Plan for the next 5 years. All
officials of the Department will adopt an activistic, professional,
Key Priorities for the Current Electoral Term (2009 – 2014) partnership- and outcomes-based approach to work.
Based on the lessons of the last 15 years, the electoral mandate of The single most important question that will define the style, mind-
the ruling party and the expanded mandate of the Department, five set and approach to the work of the Department will be to at all
strategic priorities have been identified for the term 2009 – 2014: times to ask the following,
1. Building the Developmental State in Provincial and Local
Government that is efficient, effective and responsive “How can we best serve the interests of the public and the
2. Strengthen Accountability and Clean Government various communities that make up our society?”
3. Accelerating Service Delivery and supporting the vulnerable
4. Improving the Developmental Capability of the Institution of Partnerships and Resources
Traditional Leadership
5. Fostering Development Partnerships, Social Cohesion and We are under no illusion that we will be able to deliver on our
community mobilisation strategic priorities by ourselves. Strengthening our associated
institutions: SALGA, the Municipal Demarcation Board, the
Commission for the Promotion and Protection of the Rights of
Cultural, Religious and Linguistic Communities (CRL); the National
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House of Traditional Leadership; and the South African Cities Conclusion
Network and fostering meaningful partnerships across all spheres
of government; with civil society and with organized labour and As a Department team we will work enthusiastically and to the best
business are essential to the success of our mission. of our ability with the political leadership of this portfolio, under the
leadership of Minister Sicelo Shiceka and Deputy Minister Yunus
Over the next three years the financial resources of the Department Carrim over the next five years in facilitating a better life for all
will increase steadily from R35, 6bn (2009/10), to R42.5bn South Africans.
(2010/11) and to R47, 7bn in 2011/12. We intend to utilize these
financial resources prudently and effectively, and in full compliance We thank you.
with all the reporting, auditing and public financial management
requirements.
We invite all South Africans to join us on this important journey Mr E Africa
towards a better life for all our people. ACTING DIRECTOR-GENERAL
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implement our mandate and ensure the organisation‟s long-term
4. TERMINOLOGY USED IN THIS STRATEGIC PLAN
sustainability. The Strategic priorities set out the organisation‟s
longer-term direction and guide its resource allocations and
Mandate redistributions.
The accountability and responsibility allocated to CGTA by
Government, in terms of the Constitution of the Republic of South
Measurable Objectives
Africa, 1996, is to co-ordinate and support policy development, policy
implementation and provide support to service delivery within and Measurable objectives are defined as quantifiable results that can be
between the spheres and tiers of government. achieved within a foreseeable period.
Strategy
Vision Strategies relate to how our strategic priorities and identified
outcomes will be achieved in the dynamic current context and external
A vision is a picture of ultimate success. This is what CGTA aspires to
macro-environment with available resources. The strategies must be
achieve in the future as it successfully implements its strategies and
tested against achievement of the outcomes.
concretises government strategy. Our vision articulates the “ideal”
state that we aim to achieve. Outcome
Mission This is what we are going to deliver as specified in our contract. It is
an executive accountability and describes the result of our activities,
The mission statement identifies who we are, what we do and
programmes and projects.
identifies the critical stakeholders who are the recipients of the
services we deliver, based on the major strategic objectives and Project
strategies identified by the department. A project is the implementation of our strategy, in a certain scheduled
timeframe, with certain identified resources managed in the following
phases: initiation, planning, execution, control (M&E) and closure.
Strategic Priority
The term “strategic priority” refers to our organisation‟s articulated
aims to address major change or improvement and social issues,
Broadly stated, they are what our organisation must achieve to
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Milestone Output indicators
A milestone is the target or level of performance representing the Indicators that show the specific outputs that have been delivered as
performance level that CGTA expects to meet or exceed during a a result of the activities.
given period or at the end of that period. It relates to the outcome and
is defined in annual terms.
Logic Model
The Logic Model below illustrates the logical sequence of how
Indicators
planning inputs, activities and outputs may deliver the identified
This is a measurement tool used to ensure that we are achieving the outcomes and impacts.
desired outcome and relates to effectiveness, efficiency and
economy.
Impact indicators
Indicators that show to what extent the project have contributed
towards the achievement of its goals.
Outcome indicators
Indicators that show to what extent the project has achieved its
planned outcomes.
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5. ORGANISATIONAL STRUCTURE OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
13
6. OUR MANDATE
CGTA is the new Department for Cooperative Governance and h) Monitoring, evaluation and enforcement of compliance by
Traditional Affairs. President Jacob Zuma had announced the municipalities was extremely weak.
establishment of CGTA on 10 May 2009. CGTA was established to Our mandate therefore is to make Government work better. It is also to
shift away from the narrower mandate of the former Department of get the spheres of government to work far more effectively together
Provincial and Local Government and to respond decisively to the with communities and key stakeholders at the local level. Essentially,
enforcement and coordination weaknesses and failures observed in our mandate is to improve coordination across the three spheres of
Government over the past 15 years. Government and to make sure that provinces and municipalities carry
out their service delivery and development functions effectively.
The main problems that have demanded a shift in focus are:
a) There was no single authority in Government that was driving and Working together and better with the people of this country and other
enforcing co-operation between all the three spheres. institutions of government, CGTA will contribute to Government
b) Intergovernmental Relations and coordination within Government achieving its promises and priorities for the next five years, which
was voluntary and weak. relate to:
c) The joint impact on and response of Government to communities i. Creating Decent Jobs,
was limited and the use of resources was inefficient. ii. Fighting Crime,
d) The relationship and cooperation between Government and iii. Rural Development,
Society at national, provincial and local level was weak or non- iv. Health,
existent at times. v. Education.
e) The regulation, support and oversight of Provinces were non-
existent. CGTA has with its new, expanded mandate greater authority than
f) The support to Local Government was not sufficiently hands-on before. The Department intends to fulfil this mandate decisively and
and well coordinated. effectively.
g) The developmental role of traditional leaders was very weak and
the relationship was poor.
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This mandate places CGTA at the very centre of Government as a key
partner to the National Planning Commission and the Monitoring and 8. MISSION STATEMENT
Evaluation unit in the Presidency. We are the “Cog in the Wheel of
Government” ensuring that the various parts of Government function Our mission is to facilitate cooperative governance and support all
with acceleration towards a common purpose. spheres of government, the institution of traditional leadership and
associated institutions through:
We will continue to support and ensure alignment between Provincial – Development and implementation of appropriate policies and
Growth and Development Strategies (PGDSs) and Integrated regulatory mechanisms to promote integration of government
Development Plans (IDPs). We will also ensure that development development programmes.
planning, funding, implementation, monitoring and knowledge – Achievement of social cohesion through the creation of
management are well-related and carried out smoothly across enabling mechanisms for communities to participate in
Government in consultation and partnership with Civil Society governance; and
– Monitoring and evaluation of cooperation amongst
government stakeholders to achieve improved service
delivery.
7. VISION STATEMENT
9. OUR VALUES
An integrated, responsive and highly effective governance system
We have adopted the following core set of values that will inform
working with communities to achieve sustainable development and
our conduct and approach:
improved service delivery.
1. Professionalism in the conduct of all employees;
2. Activist approach;
3. Goal orientation in fulfilling our commitments;
4. Community participation in service delivery; and
5. Excellence in service delivery and development.
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10. OUR STAKEHOLDERS
Public Entities
Primary Stakeholders Communities
Presidency Non-Governmental Organisations
National Planning Commission
Religious Communities Civil Society
Monitoring & Evaluation
Organised labour
Institution of Traditional Leadership
Organised Business
Provincial sphere of Government
Local sphere of Government (Municipalities)
National Sector Departments
Professional bodies Associated Institutions
Provincial Academies Municipal Demarcation Board (MDB)
National Treasury Commission for the promotion and protection of the Cultural,
Department of Public Service and Administration Religious and Linguistic Communities
Development Bank of South Africa South African Local Government Association (SALGA)
Public Service Commission National House of Traditional Leaders
Public Administration Leadership and
Commission on Traditional Leadership and Claims
Management Academy (PALAMA)
South African Cities Network (SACN)
Sector Education and Authorities (SETAs)
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11. LEGISLATION INFORMING AND AFFECTING THE MANDATE OF THE DEPARTMENT
When the Constitution of the country was adopted in 1996, it was functions: passing of laws representing provincial interests, formally
agreed that it would reflect a national character and that it would electing the provincial executive and performs oversight
pronounce on a broader vision for a just and democratic state. functions/responsibilities. The local sphere of government is
Consequently, South Africa is described as a sovereign democratic characterised by the existence of categories A, B and C municipalities.
state founded on the values of human dignity, equality, human rights The Constitution requires that National legislation provide for different
and freedom, non-racialism and non-sexism, universal adult suffrage. types of municipalities to be established. This legislation does exist.
The same Constitution established the national, provincial and local The following legislation is administered by or impacts on the
spheres of Government. In particular, the establishment of provincial responsibilities of the Department:
government involved demarcating the country into nine provincial
governments, with legislative, executive and administrative powers Legislation Administered by the Department::
including assigning powers in accordance with a Constitutional
framework. 1. Disaster Management Act, 67 of 1995;
2. Intergovernmental Relations Framework Act, 13 of 2005;
A single form of public service was established for the National and 3. Local Government: Municipal Demarcation Act, 20 of 1998;
Provincial Government whilst Local Government adopted slightly 4. Local Government: Municipal Systems Act, 32 of 2000;
different form of governance arrangements in compliance with the 5. Local Government: Municipal Structures Act, 117 of 1998;
Structures Act of 1998. Specifically, local government has been 6. Organised Local Government Act, 52 of 1997;
regulated in detail in that there is legislation on the structures of local 7. Fire Brigade Services Act, 99 of 1987;
government, the system of local government, disaster management, 8. Local Government: Municipal Property Rates Act, 6 of 2004;
municipal finances, property rates and intergovernmental relations. 9. National House of Traditional Leaders Act, 10 of 1997;
The provincial sphere of government on the other hand, has not been
10. Traditional Leadership and Governance Framework Act, 41 of
thoroughly regulated or as regulated as it should be. There are many 2003;
aspects of the Constitution that require that legislation be developed to 11. Remuneration of Public Office Bearers Act, 20 of 1998;
regulate the performance of executive obligations of the Provinces.
12. The Commission for the Promotion and Protection of the Rights
The Legislative authority of Provinces vests with the provincial of Cultural, Religious and Linguistic Communities Act, 19 of 2002;
legislatures whilst that of municipalities vests with the municipal 13. Local Government: Cross-boundary Municipalities Act, 29 of
councils. The Provincial legislature mainly performs three categories of 2000; and
17
14. The Pension Benefits for Councillors of Local Authorities Act, 105 4. Strengthen the skills and human resource base;
of 1987.
5. Improve the health profile of all South Africans;
6. Intensify the fight against crime and corruption;
Legislation Impacting on Responsibilities of Department:
7. Build cohesive, caring and sustainable communities;
1. Constitution of The Republic Of South Africa, 1996;
2. Division of Revenue Act, 7 of 2003; 8. Pursuing African advancement and enhanced international
3. Municipal Finance Management Act, 56 of 2003; cooperation;
4. Municipal Fiscal Powers and functions Act, 12 of 2007; 9. Sustainable Resource Management and use;
5. Public Service Act, 103 of 1994; and
10. Building a developmental state including improvement of public
6. Public Finance Management Act, 56 of 2003.
services and strengthening democratic institutions.
The SONA had emphasised capacity building and skills development;
12. STRATEGIC CONTEXT
improving the effectiveness of interventions directed at the Second
Economy and poverty eradication; and further strengthening the
On 3rd June 2009 the new President of the Republic of South Africa processes of government to ensure that it has the capacity to respond
delivered the State of the Nation Address (SONA) to the joint sitting of to developmental imperatives. Within this overarching framework, there
Parliament. He emphasised the urgency to implement with speed and are specific areas of focus that are prominent in the 5-year Local
determination the ten priorities of the Medium Term Strategic Government Strategic Agenda Implementation Plan and the
Framework 2009-14 (MTSF), the detail of which later was released by Government Programme of Action (GPoA) which require attention and
the Minister for Planning in 15th July 2009. As for all national action from all stakeholders. These areas of focus include:
departments, these MTSF priorities involve work that CGTA needs to
The development and implementation of implementable integrated
take forward. The priorities are the following:
development plans informed by master sector plans and inclusive
1. Speeding up growth and transforming the economy to create of spatial development frameworks;
decent work and sustainable livelihoods;
Infrastructure and local economic development (LED) strategies;
2. Massive programme to build economic and social infrastructure;
Speeding up municipal infrastructure programmes to meet targets
3. Comprehensive rural development strategy linked to land and for water, sanitation and electricity;
agrarian reform and food security;
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Developing the anti-corruption capacity and focus of municipalities; meltdown and plummeting financial markets in developing economies
such as South Africa as well as climate changes were noted as factors
Enhancing public participation through ward committees,
that we should take cognisance of and cater for in our planning.
community development workers and partnerships (public and
private);
Institutionalising performance management and strengthening the Domestically, factors such as unemployment, population growth and a
monitoring, reporting and evaluation capacity of municipalities in rapid increase in the number of households equate in sustainable high
respect of local government service delivery; demand for basic services and social assistance. From 1996 to 2007,
according to Statistics SA Surveys, the country‟s population grew by
Intensifying support to provinces with a specific focus on the
20% and the number of households grew at almost double the rate, by
Premiers‟ Offices and Provincial Departments of Local
39%. The scale of new housing and infrastructure has thus greatly
Government; and
increased beyond the point of what would have sufficed to address the
To provide capacity building and technical support to municipalities. neglect of apartheid and population growth (Fifteen Year Review:
2008). Food security as well as social security in the current economic
downturn has warranted an intensified contribution to anti-poverty
The Fifteen Year Review (2008) had highlighted a number of findings initiatives. Furthermore, the lack of skills in certain fields together with
on governance. Firstly, good progress had been made in consolidating vacancies in technical, professional, management and leadership
the democratic institutions and an administration committed to good positions pose a challenge to the department‟s capacity building work.
governance. Secondly, areas for attention include public participation,
access to information, accountability and trust. Thirdly, that state Under these environmental conditions and given municipal financial
capacity challenges relate mainly to skills, systems and institutional difficulties, both Provinces and the Local Government sector will be
arrangements. Fourthly, that planning capacity needs further under even greater pressure to improve accountability and
developing. Lastly, that the anti-corruption fight is limited by performance. Cost cutting and effective revenue generation and
implementation capacity. collection ought to be at the forefront of leadership and management of
these institutions. Turnaround and innovation will have to be applied in
achieving greater coverage and quality of services with limited
A range of external developments in the global and domestic resources. CGTA will need to play a critical support and monitoring
environments as well as a set of specific internal challenges also role in this regard to ensure that there is optimal planning, budgeting
inform the strategic context of the department‟s strategic plan. In terms and implementation in these institutions that maintains and increases
of the external challenges, globally, the international economic
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the roll-out of services especially to the poor whilst ensuring proper
financial management and sustainability.
A definite escalation in the number of disasters recently demands a
relook at the disaster management system with specific focus on the
disaster risk reduction, funding, and disaster response and recovery
efforts.
Internally, organisational alignment of strategy, capability and capacity,
inter alia, through aligning and optimising structure has been a
necessity. Ensuring appropriate staffing levels, effective human
resources development and improving management systems were
identified as internal challenges requiring attention to optimise the
performance of the organisation. This strategic plan responds to these
external and internal challenges facing the organisation with the
implementation of defined strategic priorities.
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13. PROGRESS IN RESPECT OF KEY FOCUS AREAS OF THE STRATEGIC PLAN (2007-12) UP TO DATE
We are pleased to report some important areas of progress regarding Many lessons have been learnt during the last fifteen years of practice
CGTA‟s mandate in line with the key focus areas in our strategic plan: with respect to the functionality of the system of provincial and local
2007-12 which had been in place until now. The selected number of government, beginning from the establishment of the provincial system
focus areas had served to concentrate and leverage resources in order of government in 1994-1996, to the advent of a democratic system of
to accelerate and sharpen programmes of policy development, local governance in 2000. These lessons have demonstrated the
coordination and support across all the mandated areas of the complexity of the cooperative governance system and its impact on the
department. These Key Focus Areas are: ability of the three spheres to achieve their developmental mandate.
Policy; This policy review process presented a series of options for improving
Traditional leadership; and reforming the governance and operations of the intergovernmental
Provincial government; system. The clusters of issues that are considered include clarifying
Service delivery and development targets; the role of provincial government and the need to deepen local
Capacity building and hands-on support; democracy, accountability and participation. Ultimately, the intention is
Public participation; to propose practical and specific ways to make the system of
Stakeholder mobilization; government more efficient, functional, accountable, responsive,
equitable and able to provide a better quality of service to all South
Monitoring and evaluation;
Africans.
Knowledge management and innovation; and
Organisational capability and performance.
The policy review on provincial and local government was consolidated
and presented to Cabinet in July 2008. Presentations on the Policy
(i) Policy
Review were also made to the Extended PCC, Portfolio Committee,
ANC parliamentary committee and Caucus. The final draft of the policy
The policy review of the system of provincial and local government is
review was submitted for noting to the January 2009 Cabinet Lekgotla.
arguably one of the most significant reviews that we have undertaken.
21
In the financial year 2009/10, the focus will be on completing the policy The establishment of the new Department is thus the culmination of 15
review process subject to guidance by Cabinet in this regard. We will Years of policy and legislative efforts aimed at defining the place and
role of the institution of traditional leadership in South Africa‟s
also focus on further refinements and regulations to existing legislation Constitutional democracy. To this end, it is no accident that the vision
that will facilitate clarity and improvement in implementation during the of the new Department is “To build a coherent and cohesive institution
short-term whilst more medium and long-term adjustments are made of Traditional Leadership that plays a central role in rural
through the policy review process. development”.
Furthermore, the two bills on the National House of Traditional Leaders
(ii) Traditional Leadership
and the Traditional Leadership Governance Framework Amendment
Act were submitted to Parliament. This new legislation is aimed at
Strengthening institutions of traditional leadership and building the
strengthening the role of Traditional Leaders and the Khoi-San
capacity of traditional leadership has been a key element in our efforts
community as well as providing for support, recognition, and new roles
over the years to improve the South African governance system and
and responsibilities. Provincial hearings were led by the National
the quality of life for traditional communities. During the 2007/8
Council of Provinces on the two bills to ensure that stakeholders are
financial year, we finalised a government wide national programme of
fully consulted. The policy framework for the Khoi-San was further
support to the Institutions of Traditional Leadership and a policy on
developed and submitted to Cabinet for consideration. The two bills
Khoi-san communities. Recently, the last provincial Council for
were referred by Parliament back to the Department for further
Traditional Leaders in the Northern Cape has been established.
amendments to be incorporated including the Khoi-San issues.
In March 2008, Cabinet approved, in principle, that a new National
Department of Traditional Leadership be established. The Ministry for (iii) Provincial Government
Public Service and Administration was requested to initiate the legal
process to establish the said Department. Following the intensive Our focus on the role of provincial government has led us to coordinate
preparatory work between August 2008 and December 2008, The support programmes and discussions through intergovernmental
Minister for Provincial and Local Government approved the strategic structures such as the President‟s Coordinating Council. In the past
plan 2009–2012 and the proposed organizational structure and post year, coordination and support to this sphere included the following:
establishment for the new department.
22
The strengthening of the crafting and implementation of local spheres to enable the department to get an analytical
Integrated Development Plans (IDPs) and Provincial Growth overview of the status of such interventions
and Development Strategies (PGDSs) and their alignment to
each other, using the principles of the National Spatial (iv) Service Delivery and Development Targets
Development Perspective (NSDP).
Since the advent of the new Local Government system in 2000, CGTA
The continuous involvement of provincial and municipal has paid particular attention to supporting municipalities with their core
disaster centres in implementing the Disaster Management Act, mandate of providing basic services to communities. A central part of
2002 and the National Disaster Management Framework this support has been assistance with the provision of infrastructure
(NDMF). especially in previously neglected areas to increase access to basic
services by poor households.
The assessment of strategic and coordination capacity in
Premiers Offices and provincial Local Government
Municipalities have used a combination of their own resources, the
departments.
equitable share and conditional grants such as MIG to extend the
Support to provinces in the organisation and implementation of provision of basic household infrastructure. There has been a
key participatory events including Presidential Izimbizo. progressive increase in fiscal flows to local government since 2000.
The undertaking of an assessment of the capacity of Provincial For instance, more recently the MIG allocation rose from R4, 48 billion
Departments of Local Government and Departments (Offices) in 2004/5 to R8.6 billion in 2008/9. This has enabled increased
of the Premier as key players in the coordination of government household access to basic services in general and to free basic
programmes and facilitation of their implementation in the local services for indigent households in particular.
sphere.
The combination of own resources and national government support
The initiation of a pilot provincial coordinating unit within CGTA through CGTA and relevant line departments has enabled
to enable the department to gather first-hand information on the municipalities to record significant progress with basic service delivery
functioning of municipalities and province-specific challenges. as confirmed by the Community Survey (October, 2007) results that
The initiation of the compilation of all capacity building were published by Statistics South Africa. For instance, 80% of
interventions/support per province targeted at provincial and households had access to electricity in 2007, compared with 69,7% in
23
2001. Similarly, 88,6% of households had access to piped water in municipal own revenue, are effectively optimised. A National Strategic
2007 compared with 84,5% in 2001. With respect to sanitation, 60,4% Framework for Comprehensive Municipal Infrastructure Management
of households had access to flush toilets compared with 51,9% in in South Africa, a CIP compilation guide and template have been
2001. The percentage increases in household access to basic services developed and communicated to all provinces and municipalities
are significant when considering that the population of the country through induction workshops, training sessions and even one-on-one
grew by 8,2% between 2001 and 2007. support to municipalities by CGTA. As at the end of March 2009, of the
52 districts and metro spaces, 29 CIPs had been developed in
A major recent achievement has been the eradication of the bucket collaboration with municipalities.
sanitation system in formal established areas. About 243,124 (96.4%)
of the 252,254 buckets identified in 2005 have been removed to date.
This has been achieved through a coordinated approach led by CGTA. We have also continued to give priority to development through public
The bucket eradication programme has brought dignity to over one sector investment in the 21 urban and rural nodes. Following the
million people. development of individual economic profiles for each node, a number
of strategic Local Economic Development (LED) projects in Inanda,
In line with the second strategic priority of the MTSF to build social and Ntuzuma and Kwamashu (INK), Ethekwini, City of Johannesburg and
economic infrastructure and the key focus to ensure universal access City of Cape Town attracted investment from the Neighbourhood
to basic services by 2014 (by not only expanding infrastructure, but Development Partnership Grant (NDPG) and budgets in the IDPs to be
also through modifying and repairing aging inappropriate infrastructure) a catalyst for economic growth and expansion. Whereas all
CGTA has a strategic drive in coordinating and supporting the municipalities are currently ranked as having 100% IDP adoption rates,
development of Comprehensive Infrastructure Plans (CIPs) by the strength of the plans remains questionable. In the past year, the
municipalities. CIPs are being initiated and supported to enable ISRDP/URP targeted two aspects of the IDP, namely Spatial
metropolitan and district municipalities in all provinces to provide a Development Frameworks and Local Economic Development. The
business case for the provision of adequate and affordable analysis revealed that the content of the intentions demand greater
infrastructure. CIPs, as components of the IDPs, (Indicate which detail particularly in the rural municipalities.
categories of IDPs will be enhanced by the CIP, This would help
address the question of credible IDPs and how the department is The ISRDP/URP was conceptualized to conduct a sustained campaign
responding to this concern) will continue to receive particular attention against rural and urban poverty and exclusion. The intention being to
in order to ensure that these funding streams, in combination with demonstrate that cooperation between government entities can bring
24
more added value in (i) responding to the multifaceted and complex a new Ministry of Rural Development and Land Reform implies that the
challenges posed by an increasing levels of poverty, but also in (ii) ISRDP function will migrate to the new departments. The lesson learnt
leveraging on the economic opportunities that reside in these nodes. from ISRDP would thus be mainstreamed to other areas beyond the
current Nodes. The European Commission (EC) has committed 30
million (€14.25 million each) Euro to support the two Eastern Cape
To date, there is evidence to suggest that the Government has urban nodes (Mdantsane and Motherwell) towards improvements in
improved access to basic services in the nodes and that „crowding in‟ planning, management and co-ordination.
of government investment does have merit in poverty reduction, but
decisive integration and coordination mechanisms within the three The Business Trust has approved a further R34 million over the next 2
spheres of government remains a challenge. Economic potentials were years towards the functioning of small and emerging businesses in
always found to be largely untapped and in many instances would identified sectors, available to all nodes.
require strategic public infrastructure investment.
(v) Capacity Building and Hands-on-support
Since 2001, there has been an increase in the number of sector
departments that are able to indicate financial allocations provided to The „Project Consolidate‟ initiative has enabled the three spheres of
the nodes. However, evidence of the implementation of these government to gain a better understanding of the challenges that face
allocations is required. Notable allocations in the recent past have local government. As a result, this department has been able to
been made to the urban nodes where the Neighbourhood mobilize higher levels of hands-on support to municipalities. This
Development Partnership Grant allocated R1, 622,090,000. The approach has been mainstreamed throughout government through the
activities of the URP programme would need to be aligned closely to adoption of the Local Government Strategic Agenda for the current
development planning within CGTA and Human Settlements term of local government (2006-2011). An increased number of
department with respect to Townships and informal settlements in the municipalities have received technical support through the deployment
country. of experts. As at December 2008, about 1283 technical experts had
been deployed to 268 municipalities (including the 139 Project
Consolidate municipalities). These have been in the areas of
CGTA has secured a funding envelope of R300, 000,000 for the Rural Engineering (Civil), Finance (Billing Systems), Town and Regional
ISRDP nodes during Round 4 of the NDPG (in addition to awards Planning (IDPs), Project Management and Human Resources
applied for by Local Municipalities in the nodes). The establishment of
25
Development. The deployees have had an impact on the overall their current PMS frameworks will be reviewed and technical support
municipal expenditure. Municipalities were able to spend over R7bn in provided to ensure functionality.
the 2007/08 financial year compared to R5.2bn the previous financial
year. Other successes in capacity building include the following:
a) Municipal Transformation and Institutional Development
The finalisation of the National Capacity Building Framework With targeted support on integrated development planning, all (100%)
and the orientation of relevant components in a number of municipalities adopted their IDP‟s within acceptable time frames for
provinces. 2008/09 as they have in 2007/08. This is juxtaposed against a 98%
adoption rate in 2005/6 and a 94% in 06/07 financial years. The IDP
The revival and operationalisation of Provincial Capacity
credibility rate had marginally improved from 79% to 79,5% by 31
Building Coordinating Forums in provinces.
March 2009. In support of development planning, ten departments
Significant progress with the Skills Audit Project whose have completed some form of support plans, to varying degrees. The
outcomes will contribute to addressing capacity challenges in 2009/10 financial year will see further development and
municipalities. implementation of sector-coordinated support and the finalisation of
The piloting of the Municipal Leadership Development these plans.
Programme (MLDP) in selected municipalities.
The establishment of a web-based Programmes Database and In addition to this, CGTA has introduced initiatives to enhance
Training Calendar in order to enhance the coordination of performance management systems within municipalities. Following
capacity building initiatives. the publication of the Performance Management Regulations in 2006,
the vacancy rates at management level are starting to decrease. For
example, the vacancy rate of municipal managers has decreased from
During 2008, the number of municipalities with functional Performance
22% as at the end of September 2007 to 12% by 31 March 2008.
Management Systems (PMS) increased to 172, and this department
will intensify support to assist the remaining municipalities with the
Furthermore, a dramatic increase in the representation of women in
development and adoption of organisational PMS Frameworks. This
municipal councils across the country was observed between 2004
will be achieved through a selection of four district municipalities where
and 2006. For example, while only 54 (19%) of mayors were women
26
in 2004, this figure more than doubled to 113 (40%) in 2006. The Chief Financial Officers (CFOs) marginally decreased from 17% in the
improvement in the representation of women in municipal councils lays 2006/07 financial years to 15% in the 2007/08 financial years,
a solid foundation for improvements in the representation of women signifying a 2% improvement in the filling of vacant positions. During
and people with disabilities in administrative decision-making positions the 2008/09 financial year the vacancy rate increased positively to
in provincial and local government going forward. 18%.
b) Financial Management and Viability The establishment of Municipal Audit Committees also improved
significantly in the 2007/08 financial years to 84% compared to the
The relationship between financial management and financial viability 74% in the 2006/07 financial years, signifying a 10% increase in the
remains a challenging factor in the support programmes to establishment rate. The establishment of Internal Audit Committees
municipalities. The focus in the next financial year will be on has decreased marginally improved in the 2007/08 financial year to
maintaining a balance between financial management and viability. 73% compared to the 85% establishment rate in 2006/07. The
The focus on financial viability will be on revenue enhancement establishment of Internal Audit Committees in the 2008/09 financial
including debt management. year improved to 89 % of municipalities having Audit Committees.
CGTA will be working with provinces, municipalities, National Treasury
The support and monitoring focus for the financial year 2007/08 was and the Office of the Auditor-General to address the remaining
on Annual Financial Statements (AFSs), Internal Audit Committees challenges.
and CFO turnover rate. Though in 2006/07 financial year the number
of municipalities submitting AFSs on time increased to 81% (230
municipalities), 17 municipalities withdrew their AFSs resulting into
75% (213 municipalities) adjusted submission rate. In the 2007/08
financial year, the submission rate increased to 77% (217
municipalities) signifying a modest increase of 2%. In the 2007/08
there were no withdrawals of AFS by municipalities, which indicates an
improving trend in the quality of Annual Financial Statements. During
the 2008/09 financial year (217) 77% AFS were submitted on-time by
31 August 2008 and there were no withdrawals. The vacancy rate of
27
c) Local Economic Development (LED) are in place in 5 of the host cities. CGTA aims to support the remaining
host cities to establish these centres.
At a national level, the publication of the LED Framework in 2006 was
an important development. Provinces are playing a key role in In general, the National Disaster Management Centre (NDMC) will
supporting municipalities with the implementation of LED strategies promote and strengthen an integrated and co-ordinated system of
and resolutions of Growth and Development Summits (GDS) that were disaster management, with special emphasis on prevention and
held in all Metros and Districts. Other important partners in supporting mitigation, by national, provincial and municipal organs of state,
provinces and municipalities in LED are the DTI, IDC, Local Economic statutory functionaries, other role-players involved in disaster
Development Agencies, the European Union (EU) and the German management, and communities. It will further strengthen the
Agency for Technical Co-operation (GTZ). The partnerships that are preparedness for effective response to disasters by increasing the
emerging between the DoA, DEAT, DST, DoT, DLA, amongst others, country's capacity to put in place various early warning systems and to
through the National Development Planning Implementation and the monitor and reduce possible damage caused, by ensuring that disaster
LED Working group are beginning to form a foundation for all role- management mechanisms are documented and implemented in
players to define their roles and work in a coordinated and collaborated respect of funding, disaster reduction, mitigation and emergency
manner. response activities. Discussions with National Treasury have
commenced to investigate a mechanism to ensure that funding to
affected areas is fast-tracked after a disaster has occurred.
d) Disaster Management
The preparations for the 2010 FIFA World CupTM are at an advanced
stage. A 2010 National Disaster Management Steering Committee has e) Youth, people with disabilities, HIV and AIDS, and gender
been established and it has adopted a 2010 Disaster Management
Policy document in 2007/08. Host cities have been assisted to develop CGTA is responsible for supporting the implementation of national
their Disaster Management contingency plans in line with the 2010 equity-related programmes in local government, including programmes
Disaster Management Master Plan. To date, disaster management on women, youth, people with disabilities and HIV and AIDS. In this
centres have been established in 7 of the 9 Provinces and in 5 out of regard, guidelines and frameworks have been developed to support
the 9 host cities and disaster management host city contingency plans municipalities in their efforts to mainstream Youth Development,
Gender, Disability, and HIV and AIDS into their policies, programmes
28
and budgets. The department has also placed emphasis on skills total of 200 senior officials and councillors in five provinces have been
development for municipal infrastructure and local economic trained on Ethics Management in Local Government. Different types of
development that also benefit often marginalised groups in our society. media have been used to campaign and raise awareness on Anti-
Furthermore, an increased number of interventions were implemented Corruption. For the 2009/10 financial year, a total of 180 municipalities
as a part of the 16 Days of Activism Campaign for the Elimination of will be supported through training of senior officials on the
Violence against Women and Children last year with the involvement implementation of the Fraud Prevention plans. Simultaneously,
of men as partners in fighting this scourge. provinces will be supported to monitor and evaluate the
implementation of the plans. In addition, an anti-corruption best
practice framework will be developed to assist municipalities with the
(vi) Public Participation
necessary tools to prevent corruption.
The thrust of CGTA‟s support effort in respect of public participation
(vii) Stakeholder Mobilisation
has focused on improving the involvement of communities in local
decision-making, and in the implementation of development
Crucial to the success of the CGTA‟s work is to mobilise and co-
programmes. Some municipalities have managed to institutionalise
ordinate with stakeholders and partners from the public and private
public participation and communication systems in their daily
sectors as well as professional bodies, labour, society and
operations.
communities in the social compact. CGTA will therefore work closely
with relevant sectoral departments such as the Department of Water
Working together with the Department of Public Service and
Affairs and Forestry (DWAF) to accelerate progress in providing
Administration (DPSA), CGTA have supported the implementation of
access to basic services. The Department had mobilised partners that
the Community Development Worker (CDW) programme and the CDW
included the Development Bank of Southern Africa (DBSA), the Illima
master plan. The CDWs continue to play a critical role in working with
Trust of Old Mutual, the German Agency for Technical Cooperation
indigent households and in supporting government in the fight against
(GTZ), and the United States Agency for International Development
poverty.
(USAID) in its rolling out of hands-on support to municipalities through
Service Delivery Facilitators (SDF‟s). The Department also partnered
Support to municipalities in developing anti-corruption strategies and/or
with a range of different organisations and initiatives to ensure that
Fraud Prevention plans were intensified with a total of 187
core responsibilities can be fulfilled; for example, funding was secured
municipalities being supported in 2008/9. During the same period, a
through the European Union for community participation. The USAID
29
supported CGTA‟s coordination role on the bucket eradication provincial and national government. In addition to this, substantial
programme and has extended this support to the water programme. progress has been made in implementing the national Performance
The LGSETA has committed resources for the skills audit and ward Management Systems (PMS) implementation support strategy.
committee training. The Urban and Rural Development branch has in Furthermore, the best practices of PMS in local government were
partnership with the Business Trust completed Local Economic documented for shared learning.
Development Profiles, which had highlighted economic potential in the
nodes and the steps required to unlock growth. The Disaster The proposed set of core performance indicators for local government
Management Unit, through the NDMAF, has initiated the establishment will be adopted and implemented in the coming financial year to
of task teams with national sector departments taking the lead in reshape and refocus municipal performance planning, monitoring,
driving these task teams. reporting and evaluation. This will further enhance and inculcate a
culture of results-based monitoring, reporting and evaluating of the
impact of government‟s policies and programmes aimed at improving
The Department has initiated and supported the National/Provincial the lives of the citizens of South Africa.
Development Planning Implementation Fora, which seek to improve
coordination in the state and is driven by national sector departments,
(ix) Knowledge Management and Innovation
the Offices of Premiers, Provincial Departments of Local Governments
and other stakeholders. This initiative is beginning to bear fruit as the
At CGTA, we seek to build a coherent governance framework that
coordinated approach has successfully resulted in national and
supports, enables and empowers the local sphere of government.
provincial IDP analysis sessions that involve all role players in
Accordingly, we adopt innovative models such as Action Learning in
provinces.
our urban renewal and rural development programmes and utilise
Research and Innovation that informs the policy process and improve
(viii) Monitoring and Evaluation service delivery models. Knowledge management and the process of
building capacity through shared learning are central to this notion of
During the past financial year the set of proposed core performance innovation. The department will utilise International Relations (IR) and
indicators have been revised with provinces and data collection tools the Official Development Assistance (ODA) programme to develop and
for reporting and planning on the Local Government Strategic Agenda implement innovative knowledge development programmes.
have been finalised in the streamlining of reporting between local,
30
(x) Organisational Capability and Performance
The mandate of CGTA demands for the majority of our staff
component to be populated with a highly skilled employee base
consisting mainly of professionals and experts leading in their
respective areas of operation. As such our key organizational
competency is our human resources. In ensuring that this key
resource is effectively positioned to constantly deliver on the
departments overarching mandate which extends across the three
spheres of government and offers the necessary support needed, the
Human Resources Management and Development unit has packaged
key interventions that will ensure adequate capacity is resident within
the organization to deliver decisively on CGTA‟s contribution to the
overall government programme of action.
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14. WHAT LESSONS HAVE WE LEARNT FROM THE PAST?
We have learnt the following lessons, which are important for us in (d) Transform the Institution of Traditional Leadership. Our focus
going forward. on Traditional Leadership was weak and limited to the
(a) Be more vigilant and have greater presence on the ground. In establishment of institutions. The central role of Traditional
the past our focus on Local Government was mainly on providing Leadership to rural development is now better appreciated together
guidelines and training. Our hands-on approach was insufficient with the need to position the institution of Traditional Leadership to
and not well coordinated with other support providers. We relied partner with Government to accelerate development.
mainly on provinces for reports without always verifying information
directly ourselves. (e) Work closer with stakeholders and lead and coordinate other
support institutions. There are many stakeholders such as the
(b) Focus on Provincial Government as a whole. We had a very Local Government Sector Education and Training Authority
limited focus on Provincial Government. We did not support or (LGSETA) and the South African Local Government Association
monitor the full scope of provincial functions. We also have lessons (SALGA) as well as the South African Cities Network (SACN) and
on how to engage with provincial governments more effectively in Municipal Demarcation Board, amongst others, that can contribute
dealing with municipalities. to achieving our objectives. We have to work more closely with
them and tap into their knowledge, experience and resources. We
(c) Promote Cooperative Governance vertically and horizontally. also have to lead and coordinate support initiatives of various
Our focus in promoting cooperative governance was limited to institutions such as the Development Bank of Southern Africa
provinces and municipalities. We have not coordinated national line (DBSA) in order to improve the impact of public resources.
departments and managed cooperative governance across
Government as a whole and with civil society. We have not shaped Strategic shifts required. The Ministry and the Department‟s
and monitored the impact of sector policies and programs management team have acknowledged at the departmental bosberaad
effectively. We are also more aware of the inherent tensions and that the following strategic shifts are required to execute its expanded
competing views and interests that underpin the management of mandate:
cooperative governance.
From a weak undefined role to strong mandates for governance;
32
From supply-side service delivery to community-driven 15. STRATEGIC PRIORITIES: 2009-2014
development approaches;
From abstract policy and interventions to programmes based on Given our new expanded mandate we have adopted the following five
real experience and knowledge, including community or indigenous strategic priorities for the Ministry and Department for the next five
knowledge; years, 2009 - 2014.
From technocratic models of accountability to community oversight Strategic Priority 1: Build the Developmental State in Provincial and
Local Government that is efficient, effective and responsive;
of government;
Strategic Priority 2: Strengthen Accountability and Clean Government;
From paternalistic support to empowering provincial and local
institutions to perform their functions; Strategic Priority 3: Accelerating Service Delivery and supporting the
vulnerable; and
From state supply to state facilitated partnerships for development,
Strategic Priority 4: Fostering Development Partnerships, Social
in particular with Institutions of traditional Leadership; Cohesion and community mobilisation.
Domestic focus to growing regional and international influence; and
From fragmented strategic plan to pursuing the minimum objectives For each of these strategic priorities a set of strategies, outcomes and
that give the maximum impact. deliverables have been identified. Our approach to implementation of
the identified strategies and deliverables with its targeted milestones
for the period 2009 – 2014 is fully outlined in the next section.
33
16. IMPLEMENTATION OF THE STRATEGIES
Focus on our Mandate that represent the expression of government-wide and community
priorities synthesised into a strategic and realistic development
In implementing its strategies, the department is mindful of the programme for each of the 52 district and metropolitan areas.
expanded mandate. This will include giving full effect to the various
provisions of the Constitution and numerous laws that oblige us to act
These 52 IDPs will be the focal point of the Developmental State in
in a way that ensures:
ensuring the necessary local level coordination to bring about change
i. Cooperative Governance across all three spheres and with
and accelerate development. This is a critical success factor in
communities;
ensuring that plans and frameworks do not sit at national level, but
ii. Compliance, support and monitoring of Local Government;
reach implementation on the ground.
iii. Compliance, support and monitoring of Provincial Government;
iv. Support and monitoring of the Institution of Traditional
Stakeholder Relations and Partnerships
Leadership;
v. Community participation, mobilisation and empowerment.
CGTA will work with other Government departments, provincial and
local government and stakeholders to make sure that there is effective
coordination within government and between government and
Definition of a Coordination Model
communities when it comes to planning, implementation and
monitoring.
CGTA will coordinate the work of Government more decisively and
with greater authority than in the past. At the same time, the
The Department will work closely with the National Planning
department shall be far more active in strengthening performance and
Commission and the Monitoring & Evaluation unit in the Presidency.
accountability in provinces and municipalities.
CGTA‟s supportive role will focus on facilitating input from provinces
and municipalities to national planning. It will also focus on cascading
The Department will define and drive a coordination model for
national policies and plans down to the local level and ensure that they
Development Planning and Monitoring & Evaluation centred on IDPs
are implemented and respond to community needs.
34
as far as township development and the eradication of informal
CGTA‟s coordination role will be distinguished from the support settlements are concerned.
functions and responsibilities of implementing national departments.
CGTA‟s responsibility extends to ensuring that governance in and The Municipal Infrastructure Grant (MIG) will remain with the
between our institutions is sound and effective. We will play a greater Department, but will function under an entirely new policy framework
role, where necessary, in establishing alternative delivery models when with the aim of aligning the built environment related conditional grants
governance of provinces and/or municipalities is weak or failing. to achieve sustainable human settlements. Consideration will be given
to defining better the urban and rural components of the grants and
The implementing National Departments will focus on setting policies, how they are applied in these different areas.
norms and standards and providing technical support to provinces and
municipalities in their area of responsibility. Sections 100 and 139 of The regulation of Local Government including Human Resource
the Constitution will be invoked, where required. Management and administration remains the responsibility of CGTA in
order to ensure the holistic turnaround of municipalities in line with their
Finalise the Movement of Functions developmental mandate.
The functions related to spatial planning, land-use management and The Community Development Worker (CDW) programme sits officially
the Surveyor General that resides with the former Department of Land on the budget vote of CGTA. It has been incubated at the Department
Affairs will have to be moved across to the Department of Cooperative of public service and Administration (DPSA) and will be fully
Governance and Traditional Affairs. The transfer of these functions will implemented by CGTA.
consolidate the overall mandate of the Department and thus ensure
the provision of a packaged set of services to the people on the Ensure Compliance
ground.
CGTA will work more closely with both Provinces and municipalities.
On the other hand, the current functions related to the rural nodes will The department will increase its physical footprint through
be moved across to the new Department of Rural Development and provincialised teams and offices whose role will remain complementary
Land Reform. The functions related to the urban nodes will be aligned yet distinct from that of the Local Government departments in
closely with the new Department of Human Settlements; especially in provinces. This work will be focussed on bringing about the necessary
35
compliance and service delivery turnaround in Provinces and Local i. Structure will follow and be informed by the new functions and
Government. priorities and allow for organisational “re-alignment”;
ii. The organisation will be positioned and aligned to execute key
The creation of an improved interface between provinces and national development priorities for 2009 – 2014;
municipalities on issues of planning will be at the centre of the iii. Ensure a tangible, physical presence in provinces and
provincialisation of the department. municipalities;
iv. Create a flat organisational structure (shorten the distance
Programme of Action between vision, policy and management and execution);
v. Provide for professionals and specialised professional/
CGTA strategy will be implemented through a programme of action Technical Units;
that consists of numerous projects under each Priority Area. This vi. Foster a collective management approach across the
programme of action has specific targets that have to be achieved Department;
before 2011 when the Local Government elections take place. vii. Support decentralised responsibility, while maintaining
transparency and clear accountability;
There are also targets that have to be achieved by 2014 when the viii. Create conditions for improved coordination and team work in a
current term of office of Government ends. “Project Management approach” across the Department;
ix. Build a learning organisation & culture of coaching/ mentorship;
x. Encourage and celebrate “Performance Excellence” (Our
Organisational Capability
people deserve nothing but the best quality public service).
This programme of action will be supported by re-arranging existing or
CGTA‟s strategy will be implemented through activist and decisive
current organisation and capacities and by introducing new capacities.
leadership who will mobilise and steer a team of officials towards the
The following principles have guided the new organisational design
targets and milestones defined in our programme of action.
and capability of CGTA:
36
PRIORITY 1: BUILD THE DEVELOPMENTAL STATE IN PROVINCIAL AND LOCAL GOVERNMENT THAT IS EFFICIENT,
EFFECTIVE AND RESPONSIVE
the Integrated Development Plans (IDPs) and Local Economic
CGTA has a key responsibility to make government work and function Development Strategies of municipalities reflect the priorities of the
better in a more integrated way in order to accelerate development that entire public sector, including those of public entities as well as those
is sustainable and that improves the lives of communities. Over the of business. Going forward, the Department will work very closely with
next 5 years CGTA will play a significant part in building a democratic the National Planning Commission as the premier partner in improving
developmental state in provincial and local government by making it the alignment of our planning across all spheres. Key deliverables
more effective, efficient and responsive. A central feature of the South identified in this regard are the strengthening of the regulatory
African developmental state must be to ensure seamless and framework for development planning, facilitating the alignment
integrated service delivery to our people. between Provincial Growth and Development Strategies and IDP‟s, as
well as supporting and monitoring spatial planning and land use
Another key attribute is the leadership capacity to drive a common management in municipalities.
national agenda and mobilise all in society. Another key attribute that
needs to be strengthened is the organisational capacity of the three In the area of oversight, this government has major lessons to learn. It
spheres of government through effective Intergovernmental Relations is CGTA‟s view that one of the crucial weaknesses of the country‟s
and stability in the management systems. The technical capacity young intergovernmental relations system is that it is largely based on
building for execution through dynamic leadership, training and skills voluntarism and good will. Attention will be given to reviewing and
development is a critical task in building the developmental state. The strengthening the current Inter-Governmental Relations Framework Act
effective management of resources to ensure that it is expended in a and also sharpening our existing tools and instruments to ensure
coherent manner and the impact is maximised will be imperative in the greater compliance and better performance. The regulatory
rollout of government‟s R787 billion social and economic infrastructure frameworks for the current two-tier system of local government and the
programme. intergovernmental fiscal system will be reviewed and legal reforms
implemented to achieve a coherent system of legislation across the
The misaligned planning that exists between national, provincial and three spheres of government.
local government needs urgent attention. CGTA needs to ensure that
37
In order to strengthen and support institutional and cooperative Capacity of institutions and structures to enhance cooperative
governance capacity the department will be reorganized to better governance and service delivery are strengthened, and monitored
provide hands-on support to provinces and municipalities and launch and evaluated.
an initiative to build targeted capacity in provincial and local
government. Other key deliverables in this respect will be to establish a
public service school in partnership with the Public Administration,
Leadership and Management Academy (PALAMA) and the
development of a recruitment and retention strategy for local
government and for specific occupations and professions. Within this
framework CGTA will make government work and function better in
order to accelerate development that is sustainable geared towards
improving the lives of the communities.
How will we be measured?
The level to which:
The establishment of a new development planning system ensures
funding and implementation of priorities agreed between
government and communities as expressed in the Integrated
Development Plans (IDPs). These IDPs will be more closely linked
to the PGDSs and the national plans determined by the new
National Planning Commission.
The existing pieces of legislation on Intergovernmental Relations
(IGR) and provincial and local governance and accountability will
be reviewed, strengthened and implemented to ensure
improvement and alignment to the new role of the department.
38
Strategies/ Performance Milestones Milestones
Outcome Deliverables Responsibility
Focus Area Indicators 2009-11 2011-14
1 A: Integrated, 1.1 Strengthen the Regulatory Provincial and New policies and legal New policies and legal
Development coordinated and regulatory framework for framework for Municipal reforms on regulatory reforms on regulatory
1
Planning & coherent system of development planning development Government Support framework for framework for
development planning development planning development planning
Facilitation
planning across the implemented develop and applied
Revised development
3 spheres of implemented
planning legislation and
government
ordinances
1.2 (a) Support the National planning Provincial and Establishment of Strategy and systems of
National Planning commission is Municipal comprehensive cooperative governance
Commission (Human supported Government Support strategies, institutionalised across
Settlements, Land programmes, tools the 3 spheres
Reform and Rural and systems that
Development integrates and aligns
the national priorities
to the work of three
spheres of
government
1
The Department of Cooperative Governance and Traditional Affairs will support and work closely with the National Planning Commission.
39
Strategies/ Performance Milestones Milestones
Outcome Deliverables Responsibility
Focus Area Indicators 2009-11 2011-14
1 A: 1.2 (b) Facilitate Integration of Governance and Framework for Framework for
Development alignment of MTSF, national & provincial Intergovernmental Integrated Integrated development
Planning & National Plan(s), government and Relations, Provincial development planning planning and
PGDS‟s and IDP‟s local priorities in the and Municipal reviewed and implemented, monitored
Facilitation
municipal IDPs Government Support, implemented and reviewed
Provincial Offices
1.3 Establish new Land-use Governance and New policies and legal New policies and legal
systems of spatial management Intergovernmental reforms on spatial reforms on spatial
planning and land use policies and Relations, planning and land use planning and land use
management in procedures in the Provincial Offices management in management in
municipalities with municipalities municipalities municipalities improved
participation of incorporate the implemented
department of priorities of the
Traditional Affairs IDP‟s
Integrated, 1.4 Targeted Technical Improved alignment Governance and Baseline Report on Alignment between
coordinated and support programme to between national Intergovernmental provincial and national strategic
coherent system of enhance Provincial and strategic priorities Relations, Provincial municipal spatial priorities and budget
development municipal institutional and spatial budget and Municipal budget expenditures expenditures for
planning across the capacity and capabilities expenditures Government Support Provinces and
3 spheres of to develop and municipalities improved
government implement PGDSs and and maintained
IDPs
40
Strategies/ Performance Milestones Milestones
Outcome Deliverables Responsibility
Focus Area Indicators 2009-11 2011-14
Integrated, 1.5 Support programme Increased Governance and Status Quo report on Revised policies,
coordinated and for community community and Intergovernmental policies, legislation legislation and
coherent system of participation and ward committee Relations, Provincial and programmes programmes to
development practice in IDPs and participation and and Municipal impacting on strengthen community
planning across the area-based planning practice in IDP‟s Government Support community participation and
3 spheres of and governance and area-based participation and practice in IDP‟s and
government systems planning and practice in IDP‟s and Area-based planning
governance Area-based planning systems
systems and governance
systems
Regulatory Governance and Impact evaluation of New policies and legal
frameworks are Intergovernmental the current system of reforms and
developed to guide Relations, Provincial policies and legal programmes
community and Municipal reforms and implemented to
participation Government Support programmes to strengthen community
strengthen community participation
participation
41
Strategies/ Performance Milestones Milestones
Outcome Deliverables Responsibility
Focus Area Indicators 2009-11 2011-14
1B: Review and Integrated, 1.6 Review and Policy and Governance and Policy Review Implementation of
strengthen the coordinated and strengthen the current Legislation for Intergovernmental adopted by cabinet amended policy and
current policy coherent system of IGR Act and other national provincial Relations, Provincial legislation
and legislation policy and legislation and local and Municipal
legislation across government Government Support
the 3 spheres of reviewed Amendment Bill Evaluation of the impact
government for introduced in for developmental
cooperative Parliament outcomes
governance and the
implementation of
service delivery
1B: Review and 1.7 Reform the 2 tier 2 tier system of Governance and Adoption of reforms Implementation and
strengthen the system of local local government Intergovernmental on the two tier system monitoring of reforms on
current government reviewed Relations, Provincial of local government the two tier system of
legislation and Municipal local government
Government Support
1.8 Reforming the Intergovernmental Governance and Adoption of reforms Implementation and
intergovernmental fiscal fiscal system Intergovernmental monitoring of reforms
system reviewed Relations, Provincial
and Municipal
Government Support
1.9 Strengthen Legislation Governance and Adoption of reforms Implementation and
legislative provisions to implemented to Intergovernmental monitoring of reforms
intervene directly in intervene directly in Relations, Provincial
provincial and local provincial and local and Municipal
government government Government Support
42
Strategies/ Performance Milestones Milestones
Outcome Deliverables Responsibility
Focus Area Indicators 2009-11 2011-14
Improving Enhance service 1.10 Reform the Regulatory and Governance and Funding mechanisms Reformed support
accountability delivery regulatory and support support Intergovernmental for Municipal Councils mechanisms for
systems within mechanisms for mechanisms for Relations, Provincial and ward committees Municipal Councils and
Provincial and Municipal Councils and Municipal Councils and Municipal developed ward committees
Local ward committees and ward Government Support implemented and
Government committees monitored
reformed and
implemented
1C: Strengthen Increased 1.11 Re-organize the Increased number Corporate and Re-organization of Hands-on Support
and support institutional and department to better and enhanced Financial department for hands- mainstreamed in
institutional and cooperative provide hands-on quality of hands-on Services on support and programmes and Impact
cooperative governance support to provinces and support Provincial offices recruitment and Assessment mechanism
governance capacity municipalities interventions placement of required in place
capacity provided to skills completed
provinces and
municipalities
1.12 Establish a public Increased number Provincial and Policy proposals for Roll-out of core set of
service school on local of public officials Municipal the establishment of training programmes
government for elected and servants Government Support the school adopted
public officials and capacitated through and implemented
public servants the public service
school
43
Strategies/ Performance Milestones Milestones
Outcome Deliverables Responsibility
Focus Area Indicators 2009-11 2011-14
1.13 Develop and Recruitment & Provincial and Policy proposals Roll-out of
implement a recruitment Retention strategy Municipal outlining the proposals implementation of the
and retention strategy for specific Government Support for tabled and recruitment strategy for
for local government and occupations and discussed and local government
for specific occupations professions in local adopted at Cabinet evaluated
and professions government level
adopted and
implemented Finalize the strategy
and implement the
roll-out
1.14 Develop and Increased number Provincial and Policy proposals for Review of the initiative
Increased
launch an initiative to of municipal officials Municipal the initiative to build to build targeted
institutional and
1C: Strengthen build targeted quality capacitated Government Support targeted capacity in capacity in municipalities
cooperative
and support capacity municipalities
governance
institutional and in municipalities developed, adopted
capacity
cooperative informed by the National and implemented
governance Capacity Building Skills audit in Provincial and Skills audit in Efficacy of skills audit
capacity Framework (NCBF) municipalities Municipal municipalities methodology, tools and
completed for Government Support completed for structures maintained
employees below employees below and reviewed
Section 57 Section 57 managers
managers by December 2010
Framework for Provincial and Framework for Framework for
Classification of Municipal Classification of Jobs Classification of Jobs in
Jobs in Local Government Support in Local Government Local Government
Government developed, consulted reviewed and
implemented on, approved and implemented
implemented
44
Strategies/ Performance Milestones Milestones
Outcome Deliverables Responsibility
Focus Area Indicators 2009-11 2011-14
1C: Strengthen Organised 1.15 Review the Capacity building Provincial and Capacity building Capacity building
and support framework to build capacity building Strategy Municipal strategy reviewed and strategy implementation
institutional and capacity at CGTA strategy and take into implemented and Government Support implemented Skills monitored for
cooperative and in provincial consideration skills audit Skills Audit findings Audit findings for improvement
governance and local outcomes at all levels Section 57 managers
capacity government addressed addressed
45
PRIORITY 2: STRENGTHEN ACCOUNTABILITY AND CLEAN GOVERNMENT
functional computerized MR&E system with a data repository and
Strengthening the systems of accountability and building clean including early warning mechanisms will be key in the enhancement of
government is another important pillar of co-operative governance. oversight in provincial and local government in line and supporting
Public representatives and councillors in particular need to be more national M&E. The core challenge for the Department over the next 5
accountable to communities and CGTA will propose new and improved years will be to create a single window of coordination for local
measures in this regard. In particular, the department will strengthen government and to significantly strengthen the monitoring and
the capability of communities to exercise oversight over councillors and oversight process for municipalities.
municipalities. Performance management systems of municipalities
and those of councillors and officials will all need to be aligned. The implementation of Operation Clean Audit 2014 will complement a
campaign to manage municipal debt and promote a culture of payment
Enhancing the quality of monitoring, reporting and evaluation on the of services; the improvement of the quality of financial statements and
performance of provinces and municipalities has been the key strategic the submission rate thereof, and monitoring financial and performance
focus of the department to date. However, the reconfigured structure of audits of provinces and municipalities. This targeted support and the
government and the establishment of CGTA have expanded the scope implementation of Audit Remedial plans will be instrumental to obtain
to include other stakeholders such as national departments, associated clean audits. The strengthening of the capacity of provinces to achieve
institutions and communities. The intention is to enhance clean audits and to support and oversee municipalities in relation to
accountability through improved reporting on service delivery, financial management will be one drive in order to obtain unqualified
knowledge sharing and development, and providing reliable audits.
information to guide policy decisions. Therefore a key focus of the
revised monitoring and evaluation agenda will be on the regulatory CGTA will within this priority support provinces and municipalities to be
environment and practice. It does this specifically from the perspective more accountable to communities and to comply with all good
of cooperative governance, and prioritisation is primarily based on the governance policies, practices and laws.
associated impact on the policy environment. The establishment of a
46
How will we be measured?
The degree to which:
Monitoring and oversight of Provincial and Local Government is
carried out by national government and by communities.
Service delivery, accountability and transparency are significantly
improved within Provinces and Municipalities.
Corruption is combated and ethics and integrity is promoted.
Provinces and Municipalities achieve clean audits by 2014.
47
Strategies/ Performance
Outcome Deliverables Responsibility Milestones 2009-11 Milestones 2011-14
Focus Area Indicators
2(A) Enhance Maturity in M&E 2.1 Strengthen, A coordinated and Governance and Guidelines for Computerised MR&E
Monitoring and system for mainstream and functional M,R&E Intergovernmental Monitoring, Reporting, system with data
cooperative
oversight of governance rationalise M&E for system for Relations, Provincial and and Evaluation repository
Provincial and provincial and local Provincial and Municipal Government (MR&E) for provincial
Local government Local Government Support and local government
Government
Coordinated M&E 2.2 Strengthen the Regulatory Governance and New policy and Policy and regulatory
system for regulatory frame- framework for M&E Intergovernmental regulatory framework framework for M&E
2
cooperative work for M&E implemented Relations, Provincial and for M&E developed improved
governance Municipal Government
Support
Community 2.3 Develop formal MR&E Systems at Governance and MR&E system, with a Implementation of the
oversight mechanisms to provincial and local Intergovernmental community oversight MR&E system with a
enhanced enhance public government with Relations, Provincial and component, that community oversight
oversight, community Municipal Government focuses on outcomes component
monitoring and oversight Support developed
evaluation component
2
The Department of Cooperative Governance and Traditional Affairs will support and work closely with the Monitoring and Evaluation component in the Presidency.
48
Strategies/ Performance
Outcome Deliverables Responsibility Milestones 2009-11 Milestones 2011-14
Focus Area Indicators
Enhanced MR&E 2.4 MR&E system MR&E system Governance and Early Warning System Implementation of the
system at that includes institutionalised at Intergovernmental established MR&E Early Warning
provincial and effective Early provincial and local Relations, Provincial and system
local government warning mechanisms government Municipal Government
Support
2(A) Enhance Entrenched 2.5 Establish an Inspectorate for Governance and Develop appropriate Implement and review
Monitoring and culture of public Inspectorate for Provincial and Local Intergovernmental legislation for the of effectiveness
oversight of accountability provincial and Local Government Relations, Provincial and establishment of an
Provincial and Government Municipal Government Inspectorate for
Local Support Provincial and Local
Government Government (that will
collaborate with the
law enforcement
agencies)
Establishment of an Support provided to
Inspectorate for Provincial and Local
Provincial and Local Government in
Government (that will maintaining an efficient
collaborate with the and effective
law enforcement Inspectorate for
agencies) Provincial and Local
government
49
Strategies/ Performance
Outcome Deliverables Responsibility Milestones 2009-11 Milestones 2011-14
Focus Area Indicators
2(B) Improving Enhanced service 2.6 Review Legis- Legislation on Governance and Legislation on Amended clauses
accountability delivery and clear lation in as far as the separation of Intergovernmental separation of powers implemented
systems within accountability in separation of powers powers reviewed Relations, Provincial and reviewed and
Provincial and local government is concerned Municipal Government submitted to cabinet
Local regarding the Support for approval
Government legislative and
executive
competencies of
municipalities
Improving Improved service 2.7 Review Legislation on Provincial and Municipal Legislation on Performance
accountability delivery, Legislation in as far performance Government support performance management policy
systems within accountability and as performance management and management and implemented
Provincial and transparency management and compliance with the compliance with the
Local compliance with the Codes of Conduct Codes of Conduct for
Government Regulatory Codes of Conduct for for elected elected
framework elected representatives representatives
Strengthened representatives reviewed reviewed
Performance Governance and Performance Performance
management Intergovernmental management management
Framework for Relations, Provincial and Framework for Framework for
councilors Municipal Government councilors developed councilors
developed Support and implemented implemented and
monitored
50
Strategies/ Performance
Outcome Deliverables Responsibility Milestones 2009-11 Milestones 2011-14
Focus Area Indicators
Improving Enhance 2.8 Establish Engagement Governance and Provincial and Forums for Ward
accountability community institutional Forums for Ward Intergovernmental National, District and Committees
systems within participation in arrangements for Committees Relations, Provincial and Local Forums for Ward operational
Provincial and government ministerial established Municipal Government Committees
Local programmes at engagement with Support established
Government local government ward committees
"Municipal level
Ethics Improved culture 2.9 Municipal Ethics National campaign Provincial Offices Campaign launched Campaign launched
Campaign in the ethical Campaign and number of and programmes to and programmes to
(Ayihlome): conduct of public (Ayihlome): focus awareness sessions inculcate ethical inculcate ethical
focus month and servants and month and ethics and capacity culture and to raise culture and to raise
ethics elected programme building awareness awareness
management representatives in conducted programmes held implemented implemented
program" provincial and and ethics programme
local government conducted
Improved service 2.10 Reform the Regulatory system Governance and Regulatory system for Improved system for
delivery, regulatory system for for supply chain Intergovernmental supply chain supply chain
accountability and supply chain management in Relations, Provincial and management in management in
transparency management in provincial and local Municipal Government provincial and local provincial and local
provincial and local government Support, government reformed government
3
government reformed Provincial Offices Implemented
3
The Department of Cooperative Governance and Traditional Affairs will support and work closely with National Treasury.
51
Strategies/ Performance
Outcome Deliverables Responsibility Milestones 2009-11 Milestones 2011-14
Focus Area Indicators
Good governance 2.11Support all Number of Governance and All Provincial govern- Reduced incidences of
2 (C) Combat practices in provincial Provincial Intergovernmental ment departments and fraud and corruption in
Corruption & Provincial and government government Relations, Provincial and municipalities provincial and local
Promoting Local government departments and departments and Municipal Government supported to develop spheres
Ethics and entrenched municipalities to municipalities Support and implement anti-
Integrity develop and supported to corruption policies and
implement anti- develop anti- programmes
corruption policies corruption policies
and programmes and programmes
Improved culture 2.12 Support all % Reduction in Governance and 50% reduction in 95% reduction in
in the conduct of provincial incidences of fraud Intergovernmental incidences of fraud incidences of fraud
public servants government and corruption in Relations, Provincial and and corruption and corruption
and politicians departments and provincial and local Municipal Government
municipalities to spheres Support
develop and
implement anti-
corruption policies
and fraud plans
2.13 Review Anti- corruption Governance and Anti- corruption Support local
Legislation on anti- legislation for local Intergovernmental legislation for local government to
corruption as it government Relations, Provincial and government developed implement anti-
relates to and local reviewed Municipal Government and gazetted corruption legislation
government Support
52
Strategies/ Performance
Outcome Deliverables Responsibility Milestones 2009-11 Milestones 2011-14
Focus Area Indicators
2 (C) Combat Improved 2.14 Campaign to Consultation Governance and Launch and implement Campaign to promote
Corruption & financial manage municipal process on the Intergovernmental a Campaign to a culture of payment
Promoting management by debt “Consumer legislation Relations, Provincial and promote a culture of for municipal services
Ethics and municipalities and Debt and Promote a Municipal Government payment for municipal implemented
Integrity oversight by Culture of Saving” Support services
communities
2 (D) Operation Enhanced 2.15 Improve Quality Number of Provincial and Municipal 50% Municipalities 100% Municipalities
Clean Audit corporative of the Annual municipalities with Government support with improved quality with improved quality
2014 for governance Financial Statements improve quality of of the Annual Financial of the Annual Financial
Provincial and (AFS) and the Annual Statements by March Statements by March
Local Submission rate Financial 2011 2014
Government: Statements
2 (E) Operation Unqualified audits 2.16 (a) Monitoring Provinces and Governance and Implement remedial Support provinces and
Clean Audit for Provincial and financial and municipalities with Intergovernmental Plans to issues raised municipalities in
2014 for Local performance audits clean audits Relations, Provincial and in the Audit Reports maintaining clean
Provincial and Government of provinces and Municipal Government audits
Local municipalities for Support
Government Increase in the targeted support in
number of the implementation
provinces and of Audit Remedial
municipalities plans
achieving
unqualified audits
53
Strategies/ Performance
Outcome Deliverables Responsibility Milestones 2009-11 Milestones 2011-14
Focus Area Indicators
2.17 Strengthening Provinces have Governance and Development of Monitoring, Support
of Provinces capacity operations clean Intergovernmental Consolidated Province and Evaluation of the
to achieve clean audit programme Relations, Provincial and specific (MFMA) Audit Province specific
audits and to support and implement- Municipal Government Remedial Plans MFMA audit remedial
and oversee tation projects Support, Provincial offices categorized into plans
municipalities in aimed at achieving Districts.
relation to financial clean audit by 2014
management
All Provinces
Provinces and
supported to oversee
municipalities with
the strengthening of
clean audits.
municipal financial
management
Enhance the 2.18 Monitor and Develop section 48 Governance and Presentation of the Presentation of the
quality of report on report on municipal Intergovernmental report on municipal report on municipal
municipal performance of performance Relations, Provincial and performance to performance to
performance municipalities Municipal Government Parliament Parliament
reports Support
54
PRIORITY 3: ACCELERATING SERVICE DELIVERY AND SUPPORTING THE VULNERABLE
The department will play a support, monitoring and evaluation role so In the implementation of the strategy to accelerate service delivery to
that service delivery is accelerated and that vulnerable groups receive stimulate the local economy the role of sectors and SOE‟s will be
targeted support. Towards the acceleration of service delivery in the reviewed with a view to identifying potential infrastructure related
provision of municipal infrastructure and basic services the projects to be coordinated and implemented. The focus will be to
development and implementation of a coordination model using the improve governance and reduce red tape in the district family of
IDP, as a basis will be a key strategy in the way forward. Another municipalities to increase the number of LED projects in district
critical deliverable will be to complete a national investigation on spaces.
service delivery status, backlogs and progress. CGTA will coordinate
In supporting the vulnerable, a number of support measures and
and monitor the realisation of universal access to basics services
interventions for children, youth, women, people with disabilities, the
through a programmatic approach as it pertains to provincial and local
elderly, those affected by HIV and AIDS including child-headed
government.
households will be developed including support to qualifying members
of these groups through free basic services. Focus will also be on the
implementation of existing frameworks in relation to service delivery
Towards the national imperative of infrastructure investment, the
and development initiatives targeting these groups.
development and implementation of Comprehensive Infrastructure
Plans (CIPs) by municipalities will be supported in all the provinces to Efforts will be undertaken to improve ward committee capacity and
achieve improved planning and provision of adequate, quality and functionality towards enhanced public participation through the
sustainable infrastructure. The effective and efficient allocation as well application of the Ward Funding model. Funding will be mobilized for
as monitoring of the Municipal Infrastructure Grant (MIG) will be community development projects to improve public participation and
instrumental to accelerate progress towards universal access to basic empowerment of communities in sustainable livelihoods.
services by households. An audit on selected MIG funded projects will
be conducted.
55
The National Disaster Management Centre (NDMC) will promote and
strengthen an integrated and coordinated system of disaster
management, with special emphasis on prevention and mitigation, by
How will we be measured?
national, provincial and municipal organs of state, statutory
functionaries, other role-players involved in disaster management, and
communities. The extent to which:
Municipal infrastructure and basic services are provided to
communities and the quality and extent to which municipalities plan
Preparations for the 2010 FIFA World Cup will be supported through for, fund and budget, operate and maintain infrastructure and
appropriate interventions and guidance provided to National and deliver sustainable services.
Provincial Government Departments, Host Cities and other Infrastructure and services stimulate local economies and the
stakeholders to effectively deliver on commitments made to FIFA. extent to which investment in local areas is increased.
Forums to be utilised will include the Inter-Ministerial Committee, the Provincial and municipal services benefit the vulnerable.
Technical Co-ordination Committee and the Host Cities Forum (HCF). Responses to disasters is accelerated and improved across all
It will further strengthen the preparedness for effective response to three spheres of Government and the extent to which municipalities
disasters by increasing the capacity to predict, monitor and reduce invest in and improve emergency and fire services.
possible damage caused by ensuring that disaster response and The relevant provinces and Host Cities deliver on their 2010 World
management mechanisms are documented and implemented in Cup and other international event obligations and the extent to
respect of funding, disaster reduction, mitigation and emergency which they create conditions for lasting benefits for their
response activities. communities.
56
Strategies/ Performance
Outcome Deliverables Responsibility Milestones 2009-11 Milestones 2011-14
Focus Area Indicators
3(A) Municipal Effective 3.1 Develop a Stakeholder Infrastructure and Service delivery Service delivery
Infrastructure and coordination coordination participation and Economic coordination model coordination model
basic services model to model to decisions taken at Development, piloted and institutionalized across
accelerate accelerate service planning fora and Provincial offices communicated to key tiers of government
service delivery delivery, using the structures that stakeholders
IDP as the basis support the
intergovernmental
coordination model
Coordinated 3.2 Coordinate Number of Governance and Mechanism to Improvements to the
infrastructure the various municipalities that Intergovernmental coordinate grant coordination
grant funding infrastructure are able to use Relations infrastructure grants mechanism
across tiers grants in each multiple grant implemented
municipal space funding streams
effectively
Municipalities 3.3 Coordinate Number of Infrastructure and Comprehensive Comprehensive
plan for and the roll-out of municipalities with Economic Infrastructure Plans in infrastructure plans in
deliver Comprehensive comprehensive Development, 26 district spaces the remaining 26
sustainable Infrastructure infrastructure plans Provincial offices developed and district spaces rolled
infrastructure Plans linked to IDP implemented out, implemented and
and services monitored
Accurate 3.4 Complete a Number of Infrastructure and Annual CGTA-StatsSA Annual CGTA-StatsSA
reporting on national municipalities Economic report publication on report publication on
service delivery investigation on confirming service Development, service delivery stat- service delivery
status service delivery delivery status, Provincial offices istics by end August 09 statistics
status, backlogs backlogs and
and progress progress
57
Strategies/ Performance
Outcome Deliverables Responsibility Milestones 2009-11 Milestones 2011-14
Focus Area Indicators
3(A) Municipal Improved 3.5 Develop a Number of Infrastructure and Ward committees, Effective
Infrastructure and community Framework to municipalities with Economic CDWs and the communication and
basic services participation in ensure the CDW and the Development, Institutions of reporting system on
Planning Practice governance monitoring of Institutions of Provincial offices Traditional Leaders infrastructure for
service delivery Traditional Leaders confirm infrastructure CDWs and the
by ward reporting on delivery status reports Institutions of
committees and service delivery Traditional Leaders
CDWs and the
Institutions of
Traditional
Leaders
Sustainable 3.6 Effective Number of Provincial and Allocated funds spent Coordinate the
Municipal management of households served Municipal with priority given to eradication of the
Infrastructure the municipal through allocation Government pre-1994 backlogs in historical backlogs
infrastructure of MIG Support rural communities (pre-94) in rural
grant communities
3.7 Conduct an Number of Provincial and Audit report on MIG Implement the audit
audit on selected municipalities Municipal funded projects report
MIG funded using the MIG for Government recommendations
projects the intended Support
purpose
58
Strategies/ Performance
Outcome Deliverables Responsibility Milestones 2009-11 Milestones 2011-14
Focus Area Indicators
3(B) Accelerating Sustainable 3.8 Review the Sector and SOE Provincial and Sectors and SOEs Infrastructure related
Service Delivery to local economic role of Sectors Plan developed Municipal confirm infrastructure LED projects
stimulate the local development in and SOEs with a and Government related LED plans and coordinated and
economy local spaces view to identifying operationalized Support, projects in each implemented
through potential LED Infrastructure and municipality.
Infrastructure projects for Economic
Provision coordination and Development
implementation
Investment 3.9 Improve Number of Governance and LED related Programme evaluation
increased in governance and municipalities Intergovernmental infrastructure projects
local areas reduce red-tape benefiting from Relations, implemented in the 52
in District Family sustainable LED Infrastructure and district spaces
of Municipalities opportunities Economic
Development
59
Strategies/ Performance
Outcome Deliverables Responsibility Milestones 2009-11 Milestones 2011-14
Focus Area Indicators
3(C) Supporting Services benefit 3.10 Prioritise Number of Provincial and Support measures and Support measures and
the Vulnerable the vulnerable support for provinces and Municipal interventions for interventions for
through internal children (including municipalities Government children (including children (including
and external child headed supported to Support child-headed child-headed
coordination households), provide services to households) youth, households) youth,
youth, women, indigent individuals women, people with women, people with
people with and communities disabilities, elderly and disabilities, elderly and
disabilities, the, supported those affected by HIV those affected by HIV
elderly and those AIDS, farm workers AIDS, farm workers
affected by HIV and military veterans and military veterans
AIDS developed and improved/re-invented
implemented by after programme
provinces and evaluation
municipalities
3.11 Households Children (including Provincial and Report and Implement Programme
benefiting from child-headed Municipal implementation to support vulnerable
Free Basic households), Government strategy to support groups with Free Basic
Services youth, women, Support vulnerable groups with Services
people with Free Basic services
disabilities, elderly,
those affected by
HIV AIDS, farm
workers and
military veterans
benefiting from
Free Basic
Services
60
Strategies/ Performance
Outcome Deliverables Responsibility Milestones 2009-11 Milestones 2011-14
Focus Area Indicators
3 (D) Establishing Disasters are 3.12 Improve the Capability NDMC Near real time wide Local communities are
and Strengthening addressed proactive, developed and area monitoring able to communicate
Disaster urgently by all monitoring, and fully operational to Early warning system and access disaster
Management spheres of responsive support Vulnerability mapping management
capability across Government capability of the communities system implemented Services.
government National Disaster
Management
Centre
Fire Services 3.13 Reviewing Amended NDMC Amended legislation Amended legislation
improves the legislative legislation Governance and submitted to Cabinet implemented
across the framework for submitted to Intergovernmental
country Fire Services Cabinet Relations
Ensure that all 3.14 Coordinated Disaster NDMC Provincial operational Legacy established
the host cities and effective management Governance and plans in place on: Development of
have the operational plans capacity for host Intergovernmental Provincial Coordinating sustainability plans
necessary for 2010 FWC cities is adequate Relations teams established Periodical review of
disaster Plans
National Support for
management
funding requests Permanent Structures
capacity to host
established for all
2010 Training & simulation
special events
conducted
management
Priority Areas
established and
Contingency plans
reviewed
61
Strategies/ Performance
Outcome Deliverables Responsibility Milestones 2009-11 Milestones 2011-14
Focus Area Indicators
3 (E) 2010 World FIFA WC 2010 3.15 Ensure that Implementation Governance and Risk assessment for all
Cup is successful host provinces and operational Intergovernmental host cities completed
and Host Cities plans are Relations and all obligations and
successfully operationalized Provincial offices requirements for a
deliver on the and funded successful 2010 World
2010 obligations Cup coordinated
3.16 Support Support Plan Governance and Operations and Operations and
provinces and developed and Intergovernmental maintenance plans for maintenance plans for
Host Cities to implemented Relations new stadia beyond new stadia beyond
create conditions Provincial offices 2010 discussed with 2010 implemented.
for sustainability key stakeholders
and long term
benefits (Legacy
Projects)
62
PRIORITY 4: FOSTERING DEVELOPMENT PARTNERSHIPS, SOCIAL COHESION & COMMUNITY MOBILIZATION.
CGTA will have a dedicated focus on the fostering and building of accelerated service delivery and development and the building of the
development partnerships with national, regional and international country.
institutions in order to maximise support for government programmes.
This will include development partnerships with organised business, How will we be measured?
organised labour, Traditional Leadership, religious, civil, society,
professional and academic bodies as well as managing existing and To what extent we ensure:
establishing new partnerships with international and regional A shared development agenda and support amongst key
development institutions. Strengthening the CRL Commission will be stakeholders on the IDPs.
another focus area so that it can play a more proactive role in social Communities have trust in the work and decisions of Government
cohesion, nation building and promoting patriotism amongst citizens. and State institutions work together with communities in providing
The support for and oversight over associated institutions will be services and implementing development programmes.
improved to enhance accountability to government and communities. Communities are mobilised for their own development rather than
Other focus areas for the department will be the Support for remain passive recipients of services and development
government‟s international relations and cooperation policy obligations programmes.
with respect to cooperative governance as well as working towards Social cohesion, non-racialism and nation building is enhanced
improved relations with Parliamentary committees and effective amongst residents at the local level.
reporting to Parliamentary portfolio committees. International partnerships are developed and bilateral and multi-
lateral programmes and agreements are implemented.
Part of the work under this priority will be to support South Africa‟s
foreign policy and strengthen relationships with donor institutions in
order to achieve better working relations and increased resources from
donor institutions.
This means that we will give full meaning to cooperative governance
by unleashing the energy and resources of civil society in ensuring
63
Strategies/ Performance Milestones Milestones
Outcome Deliverables Responsibility
Focus Area Indicators 2009-11 2011-14
4.A Build Shared 4.1 Build Support from key Governance and Developed and Manage
development developmental development local stake- Intergovernmental implemented existing
partnerships agenda amongst partnerships with holders for Relations, Provincial and strategy on partnerships
with national, key stakeholders key local institutions government Municipal Government development and establish
regional and Increased including organised programmes Support, partnerships new ones
international participation of labour and increased Provincial offices
Improved and
institutions to key stakeholders business,
fully functional
support in the Traditional
partnerships with
government implementation Leadership,
all key
programmes at of programmes Religious, Civil
stakeholders
all spheres of Society,
government professional,
academic and other
stakeholder bodies
Increased 4.2 Build Support and Governance and Established Manage
international, development cooperation Intergovernmental partnerships with existing
and regional partnerships with agreements with Relations international and partnerships
support for international and international and regional and establish
government regional regional bodies development new ones
programmes development increased institutions
institutions
4.B Strengthen Enhanced social 4.3 Strengthen Perception Governance and Support to and Ongoing
the CRL cohesion, capacity of the CRL Survey Intergovernmental assessment of support and
Commission patriotism and Commission to play Relations the functioning of monitoring of
nation building a more proactive the CRL the functioning
among citizenry role in community Commission of the
mobilisation Commission
64
Strategies/ Performance Milestones Milestones
Outcome Deliverables Responsibility
Focus Area Indicators 2009-11 2011-14
Cultural, Develop and
religious and implement a
linguistic rights capacity building
promoted programme with
the Commission
4.C Improve Improved 4.4 Support to National Support Governance and Support Support
support for and accountability to associated Programme Intergovernmental Programme Programme
oversight over government and institutions introduced and Relations, Provincial and adopted with all Implemented
associated communities adopted Municipal Government supported
institutions Support, institutions
Provincial offices
Register of Governance and Register of
support Intergovernmental support initiatives
initiatives Relations
adopted with Implementation
supported plan for individual
institutions supported
institution in
place
65
Strategies/ Performance Milestones Milestones
Outcome Deliverables Responsibility
Focus Area Indicators 2009-11 2011-14
Improved 4.5 Mechanisms to Reporting Governance and Reporting Approved
accountability to foster accountability protocols and Intergovernmental protocols and annual reports
government and and reporting templates Relations templates
communities. developed and adopted with all
adopted supported
institutions
Quality of reports Approved annual
from supported reports
institutions
Performance Approved Annual Approved
audit reports on Performance Performance
of supported audit reports Annual audit
institutions reports
4.D Enhance Mutual and 4.6 Reporting and Updated Reports Governance and Updated Reports Improved
relations with cooperative interaction with to the Intergovernmental to the relations with
parliamentary working parliamentary parliamentary Relations parliamentary parliamentary
committees relationship committees committees committees committees
between the
department and
the
parliamentary
committee
4. E Support Enhanced 4.7 Audit and All agreements Governance and Agreements on All Bilateral
government‟s regional and Operationalisation operationalized Intergovernmental programmes agreements
international international of existing Relations strengthened and
relations and relations on agreements Increased programmes
cooperation good and programmes number of donor implemented
policy governance pledges
66
Strategies/ Performance Milestones Milestones
Outcome Deliverables Responsibility
Focus Area Indicators 2009-11 2011-14
obligations. Support for
Effective government‟s Reports on the Bilateral
implementation international utilization of agreements and
of bilateral relations and funds and impact programmes
agreements and cooperation policy implemented
programmes obligations with Revitalized
respect to working
cooperative relationships
governance with regional and
international
partners
4.F Establish, Sustained 4.8 Donor resource Increased Infrastructure and Audit conducted. Updated
strengthen and access to mobilisation number of Economic Development register of
manage international donors Register of agreements
relations with donor resources supporting agreements supporting
donor and other and other development supporting development
institutions institution programmes development programmes
programmes
67
Strategies/ Performance Milestones Milestones
Outcome Deliverables Responsibility
Focus Area Indicators 2009-11 2011-14
Increased 4.9 Manage Reports on the Infrastructure and Strengthened Strengthened
resources from relations with utilization of Economic Development working working
donors and other donors and other funds and impact relationships with relationships
institutions institutions donors with donors
Effective 4.10 Monitor Infrastructure and Donor funds Donor funds
utilization of utilisation of funds Economic Development accounted for accounted for
funds and other resources and programme and
objectives programme
achieved objectives
achieved
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17. ALLOCATION OF FINANCIAL RESOURCES AND FUTURE GROWTH
2009/10 2010/11 2011/12
To be Current Transfers Payments Total Total
appropriated payment and for capital
subsidies assets
Programme R millions
Administration 163.5 159.0 0.2 4.3 172.8 181.4
Governance, Policy and Research 49.0 46.8 0.1 2.1 60.2 69.5
Urban and Rural Development 12.9 12.9 - - 13.5 14.6
Systems and Capacity Building 106.3 104.6 0.0 1.7 121.7 127.4
Free Basic Services and Infrastructure 41.9 41.9 - 0.1 47.2 51.5
Provincial and Local Government Transfers 35 131.4 - 35 131.4 - 42 008.6 47 183.2
Fiscal Transfers 102.0 17.2 84.8 - 117.5 125.8
Total expenditure estimates 35 607.0 382.4 35 216.4 8.2 42 541.6 47 753.5
Executing authority: Minister for Cooperative Governance and Traditional Affairs
Accounting officer: Director-General of Cooperative Governance and Traditional Affairs
Note: The table above indicates the allocation as per the Estimates of National Expenditure for 2009. The proposed budget for 2010/11 to 2012/13 in
line with the new organisational programme structure had been submitted to National Treasury.
69
18. EXPENDITURE TRENDS FOR 2009/10 TO 2011/12
Over the medium term, expenditure is expected to rise at an average Over the medium term, the 2009 Budget includes additional amounts
annual rate of 12.4 per cent to reach R 47.8 billion in 2011/12. The of R343.6 million, R33.5 million and R2.7 billion mainly for:
substantive growth over the seven-year period is because of increased • The Local Government Equitable Share (R1.1 billion)
provisions for the Local Government Equitable Share and the • The Municipal Infrastructure Grant (R1.6 billion)
Municipal Infrastructure Grant, which also explains the sizeable growth • The National House of Traditional Leaders (R12 million)
in the Provincial and Local Government Transfers programme over the
• Disaster relief (R340 million).
period.
Expenditure on transfers is projected to rise at 10.3 per cent between
2009/10 and 2011/12. Spending on the compensation of employees is
expected to increase at an average annual rate of 11.7 per cent
between 2009/10 and 2011/12, mainly to cater for increased staff
appointments. Over the same period, spending on goods and services
is expected to increase at an average annual rate of 4.5 per cent to
provide for more office space, and furniture and equipment.
70
19. CONCLUSION f) Clean cities, through the management of waste in such away
that it creates employment and wealth by 2014;
This CGTA strategic plan outlines the department‟s strategic priorities
and deliverables for the period 2009-2014. The implementation of the g) Ward Committees are transformed and empowered to be
centres of cooperative governance where government
departmental performance plans with its identified projects by line
institutions in a collective way interact with communities;
managers in the financial year 2009-10 will be formally evaluated. At
the branch level reviews the performance status of the deliverables are h) Increased and effective monitoring of service providers by
public representatives, officials and communities. Ward
assessed and corrective actions identified for the targets in respect of
committees to sign off developmental projects;
project deliverables that are partially achieved or not achieved.
i) Trained and competent councillors, traditional leaders, ward
The implementation of the five strategic priorities will require support committee members, CDWs and community activists by 2014;
through the mobilization of key partners, stakeholders and civil society j) A reformed regime of remuneration and provision for tools and
formations. In essence, CGTA will be guided by the urgent imperative trade for councilors, ward committee members and CDWs by
of turning around Local Government by 2011. It is our intention that by 2011;
2011 and 2014 we should have achieved the following: k) The number of service delivery protests are reduced
a) Complaints by people regarding local government are reduced significantly; and
significantly by 2011; l) Thusong centres become the face of cooperative governance
b) Municipal debt, which has increased to more than R41bn, is in our local communities.
reduced by half by 2014; The staff of CGTA is excited and committed to the challenge of its new
c) Greater progress in working towards a debt-free society, by and expanded mandate and will implement the identified deliverables
promoting a culture of saving and paying of services; working together with our stakeholders and communities to accelerate
d) All municipalities should have clean audits by 2014; decent and quality service delivery in order to ensure a better for all by
2014.
e) Fraud and corruption in municipalities are reduced to a
minimum by 2011;
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20. ACRONYMS AND ABBREVIATIONS
AFS Annual Financial Statement HOD Head of Department
CBO Community Based Organisation HOS Hands-on Support
CDW Community Development Worker HRM&D Human Resource Management and Development
CFO Chief Financial Officer IARM Internal Audit and Risk Management
CIP Comprehensive Infrastructure Planning IDC Industrial Development Corporation
CGTA Cooperative Governance and Traditional Affairs IDP Integrated Development Plan
CRL Culture, Religious and Linguistic Commission IGR Intergovernmental Relation
DBSA Development Bank of Southern Africa IMC Inter-Ministerial Committee
DDG Deputy Director-General ISRDP Integrated Sustainable Rural Development
Programmes
DM Disaster Management
KM Knowledge Management
DORA Division of Revenue Act
LAN Local Area Network
DWAF Department of Water Affairs & Forestry
LED Local Economic Development
EE Energy Efficiency
LGNET Local Government Network
ENE Estimates of National Expenditure
LGRC Local Government Resource Centre
EU European Union
LGSA Local Government Strategic Agenda
FBS Free Basic Services
LGSETA Local Government Sector Education and Training
FSCM Finance and Supply Chain Management
Authority
GPoA Government Programme of Action MFMA Municipal Finance Management Act
72
MIG Municipal Infrastructure Grant Framework
MLDP Municipal Leadership Development Programme SDF Service Delivery Facilitator
MPRA Municipal Property Rates Act SOE Standard Operating Environment
MR&E Monitoring, Reporting and Evaluation SONA State of the Nation Address
MTEF Medium Term Expenditure Framework URP Urban Renewal Programme
MTSF Medium Term Strategic Framework USAID United States Agency for International Development
NCBF National Capacity Building Framework
NDMF National Disaster Management Framework
NDMC National Disaster Management Centre
NDPG Neighborhood Development Partnership Grant
NETaRNRA National Education, Training and Research Needs
and Resources Analysis
PALAMA Public Administration Leadership and Management
Academy
PFMA Public Finance Management Act
PGDS Provincial Growth and Development Strategies
PMS Performance Management System
SADC Southern African Development Community
SALGA South African Local Government Association
SASQAF South African Statistical Quality Assessment
73
21. CONTACT DETAILS
PUBLISHED BY THE DEPARTMENT OF COOPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
Content Enquiries:
Ms Tumi Mketi
Deputy Director-General: Department of Cooperative Governance
Tel: +27 12 395 4622
e-mail: tumi@dplg.gov.za
Contact Details:
Ms Jeanny Morulane
Executive Manager: Internal Communications
Private Bag X 804
Pretoria
0001
South Africa
Tel: +27 12 395 4605
Fax: +27 12 395 4676
E-mail: jeanny@dplg.gov.za
74
